Table of Contents
Key takeaways
Strategic Foundations:
- Business growth starts with creating demand that exceeds supply, driving scarcity to increase perceived value and profitability.
- The “Three-Part Year” framework helps businesses focus on:
- A big message to guide yearly communications.
- Quarterly spotlight campaigns to keep engagement fresh.
- A perfect repeatable week to ensure consistent, scalable operations.
Marketing’s Role in Strategy:
- Marketing should focus on generating warm leads that the sales team can convert, reinforcing alignment between marketing and sales.
- The “best brand campaign is ownership” — creating experiences where customers interact with your product is the ultimate branding tool.
Overcoming Tensions Between Departments:
- Collaboration is key: Marketing, sales, and business strategy must work cohesively to scale effectively.
- Avoid “looking good but going nowhere” by focusing on growth and scaling rather than aesthetics or superficial metrics.
Demand Generation vs. Lead Generation:
- Demand generation is about creating interest and need through trust, insights, and engagement strategies.
- Lead generation is the result of demand generation — capturing signals of high intent from potential customers.
Navigating Mindsets in Business:
- Understanding the reptilian, autopilot, and visionary brain modes can help individuals stay creative and productive rather than reactive.
- Awareness and emotional intelligence are crucial for overcoming workplace tensions and building better interdepartmental relationships.
Practical Marketing Tactics:
- Use introduction events, scorecards, and assessments as effective ways to engage and nurture potential customers during the consideration phase.
- Experimentation is key: Test new ideas on a small scale to gather actionable data before scaling them.
Importance of Long-Form Content:
- Long-form content like podcasts builds trust and transparency, offering unfiltered insights that resonate deeply with audiences.
- Shorter content should always lead back to the long-form version to maintain authenticity and context.
Communicating Ideas Internally with CAPSTONE:
- Use Daniel Priestley’s CAPSTONE framework to structure pitches:
- Clarity: Clearly define the idea you’re pitching.
- Authority: Establish why you are qualified to present the idea.
- Problem: Define the problem you’re addressing.
- Solution: Propose a clear and actionable solution.
- The Bigger Why: Connect your solution to broader organisational goals or values.
- Opportunity: Highlight the potential benefits or opportunities of your idea.
- Next Steps: Specify what is needed to move forward.
- Essence: Conclude with a positive emotional note to leave a lasting impression.
This approach ensures clarity, builds trust, and fosters collaboration, making it easier for stakeholders to buy into ideas.
Boredom as a Success Indicator:
- Scaling success often feels monotonous — repetition and consistency in executing a proven strategy are essential for sustainable growth.
Adapting Scarcity Tactics:
- Even small businesses can introduce scarcity by testing waitlists, exclusive offers, or time-sensitive promotions to create demand.
Transcript (AI generated so may contain errors)
Hello lovely humans, it’s so lovely to see you here today. Thank you all so so much for taking the time. If you haven’t already, do pop in the chat feature where you’re watching from, because we’ve got lovely folks like Neil who says that intro is getting better and better. We’ve got Melissa who’s saying howdy from Houston, Texas.
Uh, we’ve got folks, uh, Hannah from Essex. Uh, we’ve got Andy from Sheffield. We’ve got Lauren rightly pointing out that I was bopping in the corner to the intro music. Uh, we’re having a lot of fun. Uh, so thank you for taking the time today. Um, if you haven’t already do change your chat feature, uh, to everyone.
So everyone can see, uh, where you’re, you’re popping in from, uh, just like Louise has from Sheffield and, uh, Jenny has in Maidenhead, uh, the instructions to do that are on your screen right now. Uh, you just need to add to your chat feature and switch a tag, a toggle, which goes from hosting panelists to everyone.
And we’ll have a great time together today. Today we have an absolute legend, uh, joining us today in Daniel Priestly. Uh, you may know him from books like Key Person of Influence, from his personal brand on LinkedIn, where his videos are just smashing it. Where he said he like properly shares some directive business content, I’d really recommend checking it out.
That’s where the QR code goes or indeed, through his appearance on podcasts like Diary of a CEO, uh, which was ringing in my ears, uh, this morning as I was preparing, uh, for today’s session. However, you know him, Daniel’s a force of entrepreneurialism and I think we can learn a lot from him. Uh, today. He’s someone who I think we can learn a lot in a very specific direction as well, which is someone who I think sits very neatly between.
The lines between sales marketing and entrepreneurialism. So I really hope we can gain an awful lot From him today. Uh, we’ve got folks tuning in from morocco to toaster This is uh, the phenomenal stuff that comes from the marketing meetup. So all so so much For being here today Before we get going with today’s session.
I’ve got to say a big thank you to our sponsors and this week’s featured sponsor Is a company called frontify Now, Frontify enable you to bring all of your digital brand assets into a place which is super searchable and easy, which helps you solve the problem that, like, if you’ve ever experienced someone in your sales team using the wrong pitch deck, whether you’ve seen someone using your logo wrong, whatever it may be.
Frontify help do that. Um, they’ve just released a really fun brand quiz, uh, where you can head into this, find 50 brands, uh, on this quiz in five minutes. Uh, it’s really, really great. So worth checking out. Also a big thank you to Exclaimer, Cambridge Marketing College, Plannable, Redgate, Scorap. Uh, from who Daniel is representing, uh, today, uh, and Storyblock.
Uh, we speak about each of these brands in more detail on rotation as the weeks go by. Uh, so we’ll speak about those in more detail as well as in your before and after email, uh, from today’s session. With all that said, uh, now’s the time to get going, uh, with the man, the myth, the legend of Daniel Priestly, uh, with the people, the myths, the legends that are the Marketing Meetup community.
Uh, so Daniel, mate. Thank you for taking the time today. Um, really appreciate you being here. Joe, it’s lovely. Uh, we saw each other in Jersey and, uh, and, and really just kind of immediately connected and thought we’ve, you know, we’ve got plenty to talk about. So I’m looking forward to it. Lots of watches and guitar stuff and children as well.
Yeah, so let’s get going with the first question, uh, which is like, we’ve already identified your sort of like passion for entrepreneurialism and you speak really, really well on this, but as an entrepreneur, as a business leader, someone who’s built a lot of businesses, how do you start to build a strategy for these organizations?
And the reason why I think this is important is that as marketers, we play a part in the strategic delivery for our organization, but that’s usually set up the top by someone who’s founded a business or entrepreneur. So how do you start to build a strategy from a business level for the businesses that you’ve created?
Yeah. So over the last 22 years, I’ve had seven startups that went from zero to a million in the first 12 months. And I’ve had three businesses that have gone on over 10 million. Um, they’re all my own businesses. So even those, uh, even though those are relatively small numbers, if you, if you work in corporate, you know, these are all private companies, mostly unfunded businesses that are bootstrapped or use credit cards to, to grow.
So I’m very much the entrepreneur, uh, growth, uh, orientated person. Um, I’ve never had a proper job. Um, you know, I’ve, I’ve delivered pizzas and worked at McDonald’s, but other than that, I’m, I’m, uh, an entrepreneur right from 21 years old. Um, and. There’s a few, there’s a few key things that I think about strategically.
The first thing that I always think about is the concept of becoming oversubscribed, that a business becomes profitable and it grows when demand outstrips supply. And this is something that you learn on day one of an economics course that demand and supply set the price and demand and supply set the profitability.
Um, if we were in a terrible economy that the economy was tanking and you turn on the news and it just says the economy is just through, you know, through the floor, it’s the worst it’s ever been. If you drove past a restaurant and there was a queue up out the front with people waiting to get into that restaurant.
The economy is suddenly irrelevant. It’s like, well, that restaurant’s probably extremely profitable. Um, if you had a business coach that had a three month waiting list, the economy is pretty irrelevant. On the flip side, if you were to, um, hear on the news that the economy is booming and that everything’s just awesome, but you’ve got, uh, no clients booked in for the next two or three months, um, You know, you post on social media and it’s crickets, uh, you know, you run an ad and no one clicks it.
It doesn’t really matter that the economy is booming. Uh, your, your economy is not going to be booming. So this first idea is this idea of demand and supply tension. Um, now this is also quite confusing because in a digital world, there’s theoretically no tension. So let’s take a product like Google maps.
Even though Google Maps requires a billion dollars worth of satellites to orbit the Earth, and it requires, you know, billions of dollars worth of data servers to make Google Maps work for everybody, there’s actually no limitation as to how many Google Map searches can be done every minute. So therefore the prices goes to zero, there’s no tension.
So prices are zero. Uh, they have to figure out another way to monetize. Um, so it’s important to start with these basics that demand and supply tension is really the fundamental bedrock. What you’re trying to achieve as a marketer is an imbalance. There are more people who want something than can actually have it.
I know that’s a weird thing to think about, but that’s kind of what you, that’s kind of, you’re actually trying to get to a situation where some people who want something and would have paid for it, miss out. Nice. That’s fascinating. And I don’t, you know, obviously you, you, you’ve spoken about this in your books and stuff like that, but I don’t think I hear a lot of people speak about that probably because of the digital age that we live in.
Uh, so to try and. Create that tension, not just as a marketing mechanism where some people may speak about this idea of scarcity, you know, but actually to have that as a fundamental bedrock of business strategy, um, is fascinating to me. I don’t think I’ve really heard many people verbalize it that way before.
So thank you. Like James in the chat saying, uh, love this. So true already, you know, so you got some validation from the community as well today. Um, this kind of, this kind of leads us in, you know, so, um, You’re the best kind of guests because we have a combination of questions today, and then we’ve got some slides as well.
So like, could you speak us through your three part year? Cause I think this sort of leads into the idea of being oversubscribed. Yeah. So the philosophy is get oversubscribed and then the tactical implementation as to how I’ve done this reliably for 20 years is called the three part year. So the three part year is, and it’s actually great that we’re talking about um, as we’re entering.
2025, because my my I currently had up a group of 8 different companies. All of the companies are going through the process of planning their 3 part year for the year ahead. Um, so they’re actually thinking through what what will their 3 part year look like? So, the 3 part year is essentially looking at a year.
Year ahead, and we want three key things toe to be present. Um, would it be okay to bring up a slide that shows these? I’ll talk it for anyone who’s listening just on audio. But, um, let’s, uh, let’s go here. So the three part year is essentially this part. One is we want to have a big message. Um, that we have is our main message for the year.
So, for example, I’ve got a publishing company that I own, and the big message that we have is the book that changes your life is not one you read. It’s one that you write, um, and that writing a book will change your life more than reading a book. So that’s one of our big messages. And we, we essentially explore that in all directions.
We explore that, you know, you know, in, in, in many different ways. Um, when it comes to score app, Um, we have software that does lead generation and basically creates campaigns, marketing campaigns for small businesses. Um, and the big message is everything is downstream from lead generation. If you get lead generation right, you can fix all the other problems.
But if you can’t get lead generation right, then all the other problems don’t really matter. Until you get the leads coming in. So we talk about this idea of everything’s downstream from lead generation. Um, one of my other businesses is a business called Dent Accelerators. We run business accelerator programs.
Um, and the big message is. Uh, until you’re a key person of influence in the industry that you love, your full time job is to become one. Um, so we, we explore that in all of its glory. So we basically have this central big message. And the goal is to have a big message for the year. The second thing that we do.
Is a quarterly spotlight campaign. So quarterly spotlight campaign is all about doing something different, exciting, fresh, nuanced, um, you know, uh, providing variety, having different kind of speakers, new products that are being launched. It’s the something new is happening every 90 days. And it doesn’t have to be, you know, that you reinvent the business.
It just could be that you’ve got an interesting new speaker. Who’s going to be speaking, or you could be that you’re doing a new brand partnership or something, but something exciting needs to be happening every 90 days to re engage people. And then the one that pays the bills, the third part that actually pays the bills that does most of revenue is the boring part.
And it’s called the perfect repeatable week. And the perfect repeatable week is what we do is we architect. A perfect week where we do the same stuff over and over and over and over. In my first business, 20 something years ago, our perfect repeatable week was every Sunday we took out a quarter page ad.
Uh, that generated, uh, sales leads. Um, every Wednesday we had an introduction workshop that we did where we invited people to come to an introduction workshop, a physical live event workshop. Um, and then we followed up with the leads. Um, and we actually repeated this. And we did the same business 43 times, uh, that year.
And we went from 0 to 1. 3 million in the first year with 400, 000 of profit. But we pretty much did the exact same week 43 times. Um, and then we scaled that business in year three, we opened up in three cities. And we did 173 introduction events, uh, across the three cities and we did 10. 7 million of revenue.
And essentially it was. Rinse, repeat, crank the handle, repeat, repeat, repeat. Um, if you think about a big band like Coldplay, they use the same marketing in various cities, and they just tour the same show. And every show has the same hits that they play. Uh, they, they have the same like magic trick around the, like the flashy lighty thing that they put on your wrist.
They do the same pyrotechnics, you know, and the same jokes, and they just go from city to city and they do two or three cities a week and they do a perfect repeatable week. So even something that looks cool, like Coldplay. They’re just executing a perfect repeatable week that they rinse, repeat, rinse, repeat.
So what we want to do is we want to architect a perfect repeatable week and just go throughout the year. And then four exciting campaigns that are the spotlights. And then one big message that is the cloud cover on social media. I love that. That’s just wicked. I mean, like, thank you. Because I think the clarity that comes from that, um, it obviously, um, we’ve got Lucy in the chat who says, uh, we’ll have to agree to disagree on Coldplay.
But I think that’s more about musical choices, uh, than Metallica does. Metallica does the same. If Metallica is your, is your thing, then we can, we can use the Metallica example. I love that. Um, I’ve got one question and Celia in the chat has made a really great. Uh, point here. Um, so today’s webinar, we were speaking about the intersection between business, marketing, and sales, uh, when it comes to, um, sort of creating great relations and understanding how we can all work together really well.
And it strikes me that with, uh, the, the model that you’ve just presented, you’ve also got quite a clear mindset in terms of who has responsibility for what and, and who’s doing what kind of activity. That being said, I’d love to broaden this question out and just sort of say, you know, in your mind, how do you differentiate the responsibilities between sort of business sales and marketing and how they can work best together?
Because, um, I read a stat yesterday that like 38 percent of companies sort of identify solo departments as one of the worst challenges they face right now. So from your perspective as an entrepreneur, as a business builder, how do you start to work that through? As an entrepreneur, um, The job of the marketing department is to create warm leads for the sales guys, sales team.
Um, and you know, the, I’m a really big believer that marketing has to show up as sales. The best, the best brand building campaign is owning the product, you know, so for, you know, I’ve, I’ve got a, I’ve got a Montblanc pen here in front of me. That was a gift from a friend. Right? So the best way for me to have a Montblanc brand experience is that someone has given me the Montblanc and now I’ve got it and I’m writing with it and I enjoy it and every day I’m seeing that little logo.
So the best brand campaign is ownership. The best brand campaign for BMW is staring staring at the BMW logo on your steering wheel because you bought the damn thing. So, um, you know, so I’m a big believer that, you know, what are we trying to do as marketers? We’re trying to create conversion opportunities.
We’re trying to build up to a conversion, whether that be a digital, uh, you know, conversion on a landing page, or whether in many cases, it involves a salesperson. Um, or, you know, some sort of, um, you know, back and forwards with a customer success person or something like that, but we’re trying to get people ready for conversion.
Love that. And, and so there was a quote earlier, which I loved, uh, you saying, which is all of business and life is a team sport, and I think that’s, Like just such a lovely thing and like, it was warming. Um, but how, where have you seen folks go wrong with this? You know, because this interaction, you know, what you’ve just described, um, you’ve had a lot of business experience and so you’ve got a wider context than a lot of folks, including myself on this call will have.
Where have you seen the tension point between these departments that you’ve had to overcome or rectify, uh, to get to a good place? Because presumably it does happen. Yeah, the biggest tension point is, um, what I’d call hiding out. Uh, looking good going nowhere. Looking good going nowhere is where You say all the right things and you’ve got the right philosophies and you’ve kind of like, uh, you know, you want to create a nice looking brand and you want to tick all the boxes, but the level of intensity around growing the business and scaling the business There’s a disconnect.
There’s a disconnect that we’re, that we’re here to have fun. We’re here to build a great brand. And the way that we measure the scoreboard is that the business scales, um, you know, that, that we, that we, we’re pretty excited that we’re building a great product. Um, I, by the way, I, more broadly, everything in the business is marketing.
Like even the accounts department is marketing and, and the product is marketing and. Um, the way that we look after our customers long term is marketing, but, um, you know, but if I kind of zoom into that front end marketing, the growth marketing, um, scaling, that’s, uh, that’s this, but the biggest disconnect is this idea that we.
You know, we sit around looking good, but we’re not actually, you know, we’re not actually going anywhere. The beautiful thing about a startup is that you can be scrappy as hell. And if you’re getting the result, that’s fine. So we’ve got Celia in the chat who’s saying looking good and going nowhere. I’m stealing this.
We’ll frame it and send it off as a Christmas gift, uh, which is really lovely. I actually want to bring us back to one of Celia’s points though, uh, which was earlier when you were speaking about the, uh, the perfect repeatable week. Um, Because, uh, Celia pointed out that the challenge here is sometimes that business owners.
Uh get bored and they start changing their focus and instead of having a perfect repeatable week you have a mess So oh my goodness pathologically pathologically they do this By the way, ask me ask ask me how I know Right. I’m the i’m the business owner who pathologically gets bored Um, my, my hobby is buying a new business or starting a new business because I can’t mess with my existing team because I’ve told them that we’re doing perfect repeatable weeks.
So they send me, they send me off to buy a new company. I love that. Well, okay. So let’s give advice to yourself. So like if someone was, uh, coming to you and you said, Daniel, you’re doing it again, mate, you’re messing with the business, you know, and you told us we’re supposed to be doing perfect repeatable weeks.
How do you, how do you. Encourage your CEO to find that consistency. Do you have to go and tell them to buy a new business or, or what? Well, uh, the, yeah, so the CEO does need to have a pushback. You got to remember that a lot of the best founders and CEOs, they really crave feedback from their teams. Um, uh, you know, they don’t want to have sycophantic teams who just do whatever they’re told.
The people that we respect the most are the ones who say, Do you know what? Boredom is a huge part of success. You know, I learned that from you, Dan, or, um, you know, the, the, a successful scaling is about boredom. Uh, when, when you’re successfully scaling a company, it feels painfully boring. And I’ll give you the ultimate example of that is Metallica or Coldplay, um, or, uh, Ed Sheeran, they all talk about the same issue, which is that for you in the audience, you’re having the night of your life for them.
This is a repeatable treadmill that they find themselves on for 18 months at a time where they’re doing two to three cities a week. And it’s packed down, move, pack, uh, set up, go on stage, play the same songs, pack the whole thing down, jump in a bus, go to the next city. And it’s. It’s actually incredibly boring.
Um, you know, and a lot of the destructive behavior that comes from rock stars and all of this sort of stuff is this juxtaposition between the fact that the audience is having the most incredible unique experience, but for them, this is a boring, repeatable process. It’s so true. I, I remember a quote, I can’t remember where it’s from, but it was sort of to the effect of the best politicians out there will be able to say the same story a hundred times and it sound like it’s the first time they’ve said it.
And it’s the same for comedians and, and whoever, and, and like having that context. By the time you see, by the time you see the Netflix special of The Comedian, they’ve done that show 150 times. Yeah. A hundred percent. It’s so true. Um, let’s do one last bit on the perfect repeatable week, because, uh, there’s a lot of questions coming in, in the spirit of, uh, asking, how do you find your perfect repeatable week?
Because I think there’s a lot of folks who, you And it’s the other side of this boredom thing, right? You know, which is presumably experimenting and testing and finding out. Exactly. So the first, the first phase of business, when I’m launching something new, new product, new business is the exciting part.
So this is the discovery phase and the discovery step phase is not boring. It’s really fun. Um, and what we’re trying to discover is essentially four things. We’re trying to discover what we call chaos. Chaos stands for what’s the concept and how do we describe the concept? Uh, audience is, uh, who is this for?
Who would find the most value in this? What’s the highest value audience for this product? And how do we capture their attention? Uh, offer is how do we explain the offer? How do we get people excited about the offer? Uh, what’s the price point? Um, what are the features and advantages and benefits? And then sales strategy.
What is our strategy for conversion? How do we, how do we do sales? So These first four things that we’re trying to do is concept audience office sales called chaos. Um, and we’re, we’re testing, we’re measuring we’re like the scientist we’re conducting experiments. Um, for me personally, I’m using. I’m using the number 30 and I’m using the number 150 a lot.
Um, so, for example, let’s talk to 30 customers and see what they say. Let’s talk to 100. Let’s run an ad and get 150 clicks and see how much it costs per click. Let’s get 150 people to hit this landing page and see how many opt in. Um, let’s talk to 130. So let’s talk to 30 customers. Essentially, I’m conducting these experiments.
We have to have something called statistical significance, which is talking to enough people to be able to extrapolate any insights. So, 30 people or 150 people, I bounce between those two numbers. So, a quick test is, Let’s get 30 samples. A more advanced test is let’s get 150 samples and, you know, so we’re testing concept, we’re testing audiences, we’re testing offers and we’re testing sales process.
Um, unfortunately, the prize for getting that right is boredom. Once you figure it out, boom, you repeat, repeat, repeat, repeat. Um, Which is fabulous, you know, I think it’s a lovely reframe on boredom alone, you know, I’m quite happy to have a boring business if it feels, I think there is a lot of, uh, comfort.
That comes from a boring business, which is having results. I think there was a lot of anxiety, conversely, that comes from a business, whether you own it or whether you’re part of it, which isn’t doing particularly well. And so like, I wish it was as cut and cut and dry and simple as that, but I’ve had, I’ve had some businesses that are printing money on autopilot, like crank the handle and out pops another a hundred grand.
And I still sit there and like, want to mess with it. I like have a pathological desire to screw it, screw it up. And I think there is, uh, something in a lot of founders and entrepreneurs, uh, in that. Um, I wanna, I wanna, yeah, well, we’ve got my co founder in the chat saying, I think that might be me, mate. So, so there we go.
So I actually want to pick up on that one more time because, uh, there’s, Something in this, this relationship between the sales marketing and business, which is when it goes wrong. And I was listening to you earlier, and I think I might need to ask you to explain the difference between a reptilian brain and a visionary brain.
Um, but I have experienced a case in, in my marketing profession where I think I went into the reptilian brain mode, which is where I’ve sat at my desk and feeling, uh, very anxious and, uh, sort of acting. On fight or flight. And I think when things are going wrong for some marketers, um, we can feel a lack of control because we’re interacting with someone who potentially is the highest paid person in the room or whatever it may be.
And so I wanted to. First to explain visionary versus reptile brains. So folks watching in can, uh, stay in touch with the conversation, but then how one moves from a place of this sort of defensiveness when it comes to, uh, how we show up for others into a place where we can actually start to lead them and have more productive, uh, relationships with the other departments and, and, and so on and so forth, because I think.
That human relationship thing is so important to this equation. Yes. It’s really fascinating. My, my wife got a MRI scan, um, on her head, uh, and we went and saw the results. Uh, this was like a week or two ago and it was actually a cross section of her brain. It was really wild to think that every conversation that I’ve had with my wife comes from this little bit of mush that we can see on the screen right there.
And. There’s these three very distinct layers to the brain. So there’s the brain stem, which is known as the reptilian brain. It’s the part that is very similar to, to all reptiles. Um, then there’s this part of the brain that, uh, I call the autopilot, uh, which is essentially running everything on autopilot.
You don’t have to consciously think about it. Um, the other day I was driving the car and I kind of like had been driving for 15 minutes. And And it occurred to me that I couldn’t remember anything about the last 15 minutes of driving. I was driving in thick rain, like the rain was pelting down. It’s like, how have I actually been driving through the rain for 15 minutes on autopilot while my mind’s been wandering?
Um, and I haven’t crashed into anything. So I’ve been driving on autopilot. Um, and then there’s the visionary part of the brain, which is the neofrontal cortex. It’s that big frontal, uh, part that folds back on the head. And this is the visionary. This is love, compassion, strategy, chess. Um, it’s, uh, creativity.
It’s, uh, imagining something that doesn’t yet exist. It’s empathy. Uh, it’s all of those wonderful human characteristics. So we’ve, we essentially, we can flick between frequencies in the brain. So, um, if I’m having a reptile mode. I know that no one else would have ever done this, but there are, there are days where I just feel absolutely like out of control.
And I feel like, oh, I got too much on often for me. If I do 1 or 2, too many meetings, I go into reptile mode and cross and I’m attacking my people around me. I’m a little bit bitey. I might, I might be, uh, having thoughts of fight, flight or freeze, you know, uh, wanting to fight people, wanting to run away, you know, to have, have a hide under the duvet, um, you know, any of those kinds of things.
So that’s reptile mode. Autopilot is just repeat the past and visionary is imagined in the future. Imagine, imagine a desirable outcome and reverse engineer the future. So it’s good to, it’s useful to know which mode we’re in. It’s useful to say, am I in visionary mode right now? If not, and I’m trying to do something that’s visionary, this is not the mode to be in.
Um, you know, when a business is scaling, we actually want it to be an autopilot mode. We want people to not have to think too much. We just repeat what’s working, but to get to that, we get to that through vision. So we envision a way of achieving that. And then we. Committed to autopilot mode while we’re scaling.
Um, and we want to try and stay at all times away from reptile mode. And so when you head into reptile mode, as you know, I’m sure that there’s folks tuning in who had like been in a toxic environment or whatever. How have you overturned that? And, you know, again, I’m speaking about that relationship between those three departments, because there often seems to be a tension between, you know, business sales and marketing where.
They’re almost adversarial. Um, it may not have happened in your businesses. Um, but. Oh, no, totally. No, right. Of course. Look, on a serious note, any situation that’s high stakes or stressful, you’re going to have reptile moments. Um, the absolute first case, the best case scenario is just purely and simply start with awareness.
So awareness is just like I’m in reptile mode and sometimes you need to just simply say out loud or write down with a pen or say like the words I’m in reptile mode, right? Like just I’m not in the right mode for this. Um, and this is where you say, um, uh, you know, you, you might just excuse yourself. And just say, I just, um, apologies before we start the meeting.
Can I just, uh, duck to the bathroom? I’ll be back in a few minutes. Um, and just go and have some deep breaths, go and have a little bit of a move. Reptile mode only really lasts about six or seven minutes. Um, you thrash it out pretty quickly. Um, you know, go into a second room, throw a vase at the wall and then, uh, don’t do that.
Right. Don’t do that. Um, Yeah, but I appreciate that, you know, cause I think the, the, you know, we, we set out to be a business expense, is brilliant and, and, um, yes, uh, I think it should be, um, it’s, I I’ve sat in moments where I. Uh have had that tension between those departments and I haven’t Verbalized it. I haven’t thrown the proverbial vase against the wall.
I haven’t done a business expense as mel says and It’s caused a rubbish response, you know, and it hasn’t caused us to rectify the situation. So I just really appreciate you speaking through that because that feels like a very practical first step in. Yeah. And the cop out response is that when you’re in visionary mode, you actually already know all the words to say anyway.
So if you’re trying to influence a founder and you’re in visionary mode, you say, Um, would it be okay if I lock horns with you on your strategy? I’ve got some experience that I want to bring to the table. Um, and I’m wondering whether you’re fixed in your view as to how we execute or whether you’d be open to me sharing a strategy that I think could be even more powerful to get the outcome that we both want.
And those, those words tend to just naturally come out if you’re in visionary mode that, you know, and, and you speak from a place of certainty and high level consciousness. Where people in the room pick up on that and they go, yeah. Okay. It sounds like you’re, it sounds like you’ve got a good strategy, uh, that you want to discuss.
There we go. Such a lovely way to approach it as a, as a chat comment. So, um, appreciate that. Right. Let’s, let’s, um, head back to the perfect repeatable week, uh, kind of area of things, because, um, it felt like based on the chat comments and stuff like that, the community really appreciated that insight. Um, and part of that was, um, sort of testing and figuring out what’s going to be working over the next year and stuff like that.
I’ll show you a few of my perfect repeatable week campaigns. Hell yeah, that would be wicked. Please do. Let me, let me show you just a few. These are some of the things that we just have running all the time. Um, so perfect repeatable weeks, uh, intro events. So an introduction event is, uh, any event that explains the thing, right?
So an introduction event is an introduction to blank. Um, so let’s say I ran a gym. I might do an introduction to weight loss for busy professionals, or I might do an introduction to running your first marathon, or I might do, uh, an introduction to bulking up and building muscles fast. Um, so basically it’s an introduction to blank.
So it’s introducing, it’s reintroducing or introducing people to the kind of key thing that you need to know about. Um, I often like the idea of. Introducing people to what I would call upstream insights, upstream insights, uh, before, before, you know, that you need a thing, there are upstream insights that lead you to know that you need the thing.
Um, let me give you an example. Um, so,
uh, so, okay. So a guy was asking me the other day about, he’s got these cabins that he has in Dorset and they’re these beautiful like retreat cabins. And he was basically saying, am I marketing these correctly? And I said, well, actually you’re assuming that people understand the value of disconnecting.
You’re assuming that people understand that it’s a worthwhile thing to do, to have some isolation. I said, the upstream insights. That are needed are probably things like, why would it be good to have isolation? What would that actually do for you? So you might want to do an introduction to increase productivity and creativity, where before someone knows that they want to isolate themselves in a cabin, which is the main premise of the business, they may not have the upstream insight that that’s even a good idea.
So what, what is it that they want? Oh, they want creativity and productivity. Great. Let’s run an introduction to having more creativity and productivity where we introduced them to the idea of a self isolation weekend. Um, and it’s like now we now we’ve got a product that’s downstream of those insights.
So one of the things I love to do is do an introduction to. Whatever is the upstream insight, um, it helps make people go from problem aware to solution aware, um, in a very resistance free way. So the upstream insight almost always removes resistance around the product. So we call that an introduction event.
Um, so I’ve run a few of these. These are just the ones that I’ve got sort of like available. So this is like, you know, one about business growth. Um, 13, 000 people hit that website, three and a half thousand entered for that. Uh, 27 percent conversion. I think we did about 450, 000 pounds worth of business off that introduction.
Um, this one was for ScoreApp. Learn five powerful ways to generate high quality leads and get more clients. We repeated that, uh, actually that was the screenshot from the beginning of the year. And then we just dropped in 2024 off the back of it. So that was the only major change to the page, uh, 18, 000 people hit the page, 6, 800 opted in 39 percent opt in rate, and it would have generated an increase of 30, 000 a month of recurring revenue just on that one campaign.
Um, so these introduction events, that’s an example. Another example would be scorecards or assessments. Um, so an online assessment is essentially where people self assess, you may have seen, um, five love languages, strengths finder, uh, Myers Briggs, personality indicator, any of those are the self assessments.
These are incredibly powerful. You just run them week in week out. Um, so this was one of the ones we ran, which is a personal brand assessment. Um, this is where you, uh, discover your key person of influence score. So 53, 000 people hit that site. 12, 000 opted in 26 percent opt in rate, and we would have done about 1.
5 million pounds off the back of that particular page. Um, this one was for score up. There’s a formula for generating leads, a 60 second assessment, uh, here, which, uh, this was a smaller campaign, 3, 800. This was linked to some SEO that we did 49 percent opt in rate, at least 10, 000 a month of recurring revenue would have jumped up from that.
Um, this is for a book publishing company that I own. So book, uh, books grow businesses. Um, we added a, here’s an interesting one. We added a PS on the bottom of the email, uh, just on everybody’s email. So all the employees, all the people who are associated with the business, we added a, Email signature PS.
Um, and we had 1, 877 people come through to the website through that 561 people filled in the assessment, 34 percent opt in and about half a million pounds worth of new business came from that. So just adding that as a standard, uh, email PS signature. Um, so those are, so those are some of the things that would have fit within the, um, within the perfect repeatable week.
Framework. You could add to that access to a discussion group that is that is rolling. You could add to that standard discovery sessions or strategy sessions. Those are all things that you’ll often find people doing in the perfect repeatable week. I love it. And I think that the interesting thing is that quite often when we think about it as marketers, we think about awareness, consideration, purchase, retention, advocacy as a, you know, a reasonably standard quote unquote funnel, um, which by the way, you know, that shouldn’t be assumed knowledge.
You know, I, I think, you know, there’s a lot of people who haven’t been exposed to these things, but the fact that you’re more consciously sort of putting something, which I would consider in the consideration phase. As like a really, really crucial part of your overall business strategy and driving people to something which is pre purchase and really valuing that consideration.
Um, It’s something I don’t see a lot of people speaking about. Everyone jumps to the purchase, you know, and actually it strikes me that you speaking there about the money, you know, there’s probably some, uh, modesty there to a certain extent, you know, I don’t think you’re the person who sort of like, likes appearing like a flash person, but I think there’s also, it’s the money is less impressive than actually the conversion at the consideration phase.
Um, you know, because that’s where all the effort has gone into, which is, um, quite an interesting just sort of marketing theory, you know, marketing implementation. So, so thank you for, for, for speaking through that. Cause, um, again, really, really refreshing and a nice way for us as marketers to also convey our value.
Um, because if you’re driving people to these, these sort of pre conversion moments and saying, look, this is what happens as a result, then that’s a really great way to communicate your value to the rest of the organization rather than just being on revenue alone. Um, which yes. Seems really smart. So I like that Sorry, I won’t I end up going into marketing nerd mode.
So yeah, no, yeah, exactly exactly that. Yeah, great Great mirroring back. No, it’s great. And you got some uh, you got some fans as well in the chat feature, by the way, um, so uh Maybe some new customers as well. So emma emma says, uh, which tools do you use to build these scores? Scorecards and assessments. So, um, Oh, it’s funny.
You should ask that Emma. Here’s a whole business that I prepared earlier. I planted Emma into the audience to just bring up score app at all times. I love it. So, uh, yeah, Emma says I’m not a stooge. I promise. Uh, but, but good job. And, uh, we’ve got Lucy saying I have your book as well. Yeah. Scorecard marketing explains how to set up those scorecards.
Yeah, we, we, we had, um, we actually sent about four or 500 people to get that book from the marketer community the other day. So, um, again, just a really nice implementation at the consideration phase, uh, which I really, really liked. So, you know, um, it’s just great to see this stuff in the wild. We had a comment from Mel who said, um, it’s great to see the behind the scenes, the transparency.
Mel’s actually very willing to go into people’s funnels. Um, So that’s, that’s really, really great. Um, let’s, uh, let’s bring in some community questions because, uh, we’ve spent a lot of time investigating business sales and marketing. Um, but I want to make sure the community is heard. Um, so we’ve got a really great question coming from Baz who says, um, and it references something you referenced at the beginning, which is, um, what brands are smashing the supply and demand.
Uh, tension in your mind. Uh, and why or how do you think they’ve achieved that strategic and tactical success, uh, in their marketing? It’s always difficult when people ask for examples, cause the mind. Not at all. No, not at all. Um, so the, the brands that vary, let’s go to the ultimate extreme, the ultimate extreme of those brands.
So, um, the extreme end of those brands would be Rolex and Ferrari. Uh, so Rolex. They never sell you the product. They sell you the waiting list for the product. Um, so what they do is that, uh, if you would, and actually by all means, go in and actually try this out. Um, like just, just have an experience of what it’s, what this actually is like.
So you go into a Rolex boutique, um, they’ll ask you to. If you’d like to try on some watches and which ones you’d like, um, and it’ll be very much a relationship focused first appointment, they’ll ask you if you’re registered with any authorized dealers. And if you say no, they’ll ask if you want to register with them.
So, um, the first part of what Rolex will do is just simply register you as a customer or as a potential customer. And then when you choose a watch that you’re interested in, you are not allowed to buy it. What they do is they say that watch is on a waiting list. And you’ll need to, uh, go onto the waiting list and we’ll let you know when it’s available.
So that will typically be a process of waiting for 3, 6, 9 or 12 months. And what they’ll do is they’ll call you up at around 3 to 6 months and they’ll say, Joe, I’ve got some good news and some bad news for you. The good news is that your watch is in. We’ve got that available for you. And we can hold that for about three days.
Unfortunately, we can’t hold it for more than three days. So if it’s not something for you, um, we will have to sell it to somebody else who wants it. So they build demand and supply tension by selling waiting lists. Um, now we can also see this with, uh, Tesla, Tesla, they launch a car before they even have built the factory.
By the time the factory is built, they’ve got millions of people on the waiting list for the new, uh, for the new product. So they’ve built demand and supply tension. Uh, into the process. Uh, Ferrari is another example. You actually have to buy certain entry level Ferraris. Believe it or not, there are entry level Ferraris, uh, before they will then allow you the privilege of buying certain special Ferraris.
Um, so you have to kind of work your way up as a Ferrari person because. Uh, they only make about 8, 000 cars per year, and they make sure that you’re aware that more than 8, 000 people per year want one. Um, so they, they have, you know, they make you jump through a few hoops, um, on that. So we see this a lot of the time in luxury.
Um, we can also see this in nice restaurants. Restaurants make you join a waiting list, um, or make you, you know, pre booking in advance. Um, so any time that you’re creating tension, but here’s, here’s the other interesting one. Let’s just take something super basic, like Google ads. Why do Google ads become valuable?
Well, actually it’s because there’s only three or four ad spots at the top of every search. If you want to be in those three or four, you’re going to have to bid your way into that three or four top search results. Um, so, you know, they’re selling a very scarce piece of real estate and they’re saying, well, you know, how much are you willing to pay per click?
So they’re putting that up there. And if you’re not willing to pay a certain high premium for the click, then unfortunately you won’t be seen. So, um, yeah, those are, those are all examples of demand and supply tension, setting a higher price. Nice. I love that. And how it strikes me when you’re speaking about it and, and I’m aware that you’re cognizant of this because you started with your answer of let’s take it to the extreme example.
So, um, but you also precede today’s interview by sort of speaking about like growing by relative standards. I mean, it still sounded impressive, but you know, smaller businesses, it strikes me that as a marketer, if I was going to walk away from this session today and say to my boss, Look, I think we need to be building a bit more scarcity into what we’re doing.
Um, that it becomes quite a scary thing to do. Uh, if you don’t already have that existing demand, you know, and we’re now going to flip our marketing efforts from a place of please come, you know, please come and buy our services to actually, you know, just, just wait a bit, join the wait list or whatever it may be.
So how do you hold your nerve in that situation? Well, the first thing too, is I want you to mentally replace the word boss with customer. Uh, if you’re a marketer, your customer is the company, the boss, right? So we want to think, I mean, if you’re an entrepreneur, the customer is the boss as well. Um, so think about your boss as your customer, your customers trying to achieve an outcome, probably growth, probably profitability, those sorts of things.
So you’re trying to help your customer get what they want. Okay. Um, and what you’re saying is I’ve got some opinions and perspectives around how to achieve what you want. You brought me in because you value my ideas, my perspectives. Um, but with that said, I totally respect your experience. Uh, what I would, what I would encourage anyone to do is.
Can we create some little test campaigns, um, that we can run simultaneously to see if we can find a better way that works. So let’s not kill off the stuff that works. Let’s not, you know, get rid of the marketing strategy that have been tried and tested and, and that have built the business. Let’s just add some micro experimentation around the edges to see if we can find something that could be scalable.
Um, so let’s try a scorecard. Let’s try an assessment. Let’s try an introduction event. Let’s have a little waiting list for new features and see if people want to jump on the waiting list to be one of the 1st to be to have access to new features. Um, so let’s do some experimentation. Um, for the purposes of collecting useful data about how our customers behave.
Nice. I love that. And it strikes me, you know, I’ve seen Mel’s name in the chat feature today. So Mel’s a copywriter. Uh, and so a really lovely example for that could be like developing an ebook or, uh, a private strategy session or something like that with a wait list associated with that. Um, yeah. And remember too, any customer, any customer that you’re trying to sign up, they need to be warmed up to the purchase.
And the boss is just a customer. They need to be warmed up to the purchase as well. So, you know, in many cases, any radical idea, but as a, as a general rule, any radical idea that I want to propose to anyone, I always do it with slides. Slide deck slide deck is so important. Um, you know, you’re trying to get people to adopt a new way of thinking.
Literally, they have to create a new neural pathway in their head. So we want to make that neural pathway creation as easy as possible by taking people through a slide deck that allows them to go. Okay. Now I see the strategy. I understand what you’re trying to achieve here. Wicked. I love it. There’s so much clarity that comes from that.
So thank you, mate. And we’ve got Liz in the chat, uh, saying framing activity as a science experiment, helped me get new things over the line with my CFO and COO. And, uh, in the spirit of what you’re speaking about, Daniel, but also what Liz is speaking through here, that just seems really exciting. You know, that seems like an exciting thing to do.
And like, there’s, you know, I can imagine that being really fun, uh, as much as anything else in a, in a business context, you know, again, the nerd is coming through, but, um, you know, that, that feels great. And so Liz is saying it was, uh, so, so, so that’s really, really good. Um, I want to come back down to that, um, that communication thing, um, because I love the idea of taking people on that journey.
And when you were on the diary of a CEO. Uh, podcast, uh, you spoke through capstone, uh, which is an acronym that you use for pitching. Now in the context of the conversation you were having with Stephen Bartlett, uh, you were speaking about using capstone as a external pitching mechanism. Um, I wanted to ask whether.
And of course, need to explain what Capstone is, um, whether you also use this for internal pitching or whether in fact, you know, the slide deck is something that you prefer, uh, to use as a methodology. It’s absolutely brilliant for internal pitching. Um, so Capstone stands for clarity. What is the idea that I want to explore?
Authority. Why am I a good person to be talking about this? And I know that’s a strange one when you already hold a position in a company. However, the way the human brain works is that we wait things differently based on relative authority. So, for example, if a, if an office junior walks up to you and says, Have you ever considered keeping a notepad and pen near you and writing your ideas down and just journaling your ideas, you might go, whatever, like, why are you telling me that?
Um, if Richard Branson says, one of the secrets to my success is that I keep a blank journal next to me with a pen and a pen and paper. And anytime I have an idea, I write it down and I share that with somebody. Oh, wow. Richard Branson told me that. That must be an amazing idea. So relative authority dictates how much weight we put on things.
So clarity and authority. So casting some sort of spell of authority is, is a, is a, uh, a useful thing to do before moving on. So clarity, authority, problem solution. So what is the problem that we’re trying to solve and restating the problem? How am I potentially going to solve that? Um, and then, uh, the bigger Y is, uh, the T, uh, so and then opportunity what we see that leading to the next steps that I need from you.
Uh, and then the essence or, you know, leaving on a positive emotion. Um, so we essentially teach our teams to pitch ideas using capstone, clarity, authority, problem solution, opportunity, next steps and the essence, problem solution, the why opportunity, next steps and the essence. Um, and, um, uh, and that is, um, and that that’s a good way to pitch.
Even if you just grabbed half of that and had some sort of pitching structure associated to sharing ideas, um, you’re going to get a lot further. Uh, I love that and I, I think it’s, um, it’s one of those things, and maybe this is me speaking through my eyes rather than, uh, speaking on behalf of the community, but just having some structure to that ask, to that conversation, uh, takes away.
Some of the the chargedness that goes alongside that, you know the way where you could be Unsure the right way to to phrase it So thank you for speaking through that because I find that really useful and indeed to know that it can be used in the internal Sense as well We’ve got paul in the chat saying did anyone manage to note down The entire acronym and like at this point I point out that the recording is available after today’s session so you’ll be able to go back and and Watch that as well.
Um, but uh There you go. And you got another saying that was, um, very helpful as well. Um, let’s, uh, go into a completely left field question, uh, Daniel, uh, just as we start to, to bring the session to a close, um, cause there’s a question that comes from anonymous in the Q and a, which is what do you see as the major difference between demand generation and generating leads, which I think a lot of folks would.
See your success, uh, with the perfect repeatable weeks and the tactics that you spoke about. Um, and not necessarily know the differentiation or, or understand how it works. So imagine there’s a factory and the job of the factory. Is to manufacture demand. So manufacturing demand. So imagine that what we do is we end up, we have people who are not particularly interested in what we do.
And now at the other end, people who are highly interested and signaling that they’re interested. So what’s happening inside the factory? Is demand is the manufacturer of demand. Um, what spits out the other end is a signal of high intent. So what, what a lead, A lead is a signal of intention, right? They’re signaling that they are in, they, that they have, have a high degree of intent around a product or a service or an idea, um, or moving forward or, or buying from a company, right?
So a lead is signal of intent. So if we imagine the demand factory that’s sitting there. All these people are going in one end and out the other, and they’re, they’re putting their hand up and saying, I’m really interested. Um, so that end result is a lead. Um, and then the demand manufacturing or demand generation is what’s happening inside the factory.
So, there are a lot of things that could happen inside that factory. Um, you could heighten the tension that people feel. So, the tension between where they are and where they want to be, if you heighten that tension, that manufactures higher demand. Um, if you heighten. Uh, the obstacles, uh, the things that get in the way of them getting what they want, um, that can manufacture a lot of demand.
If you clarify the path, uh, that can manufacture demand. Um, if you share interesting upstream insights, that can manufacture demand. If you increase the level of trust and transparency. Uh, where people feel a greater degree of trust that can help manufacture demand. Um, uh, if you, uh, just clocking up time and interactions with people so that your top of mind awareness is there, that can be one strategy for manufacturing demand.
So we have all these things that could be inside the factory that manufactures demand. And that we know that those things are working because out the other end pops leads. Love that. And this may bring us in as, as, as we, uh, start to close out the session into some of your final slides, because you were speaking about podcasts before we went live today and stuff like that.
Yeah, we could finish on that as an idea if you, if you wanted to. Absolutely. If, if, if your game, then, uh, these have been things that folks have really appreciated. So I’m sure that would be really lovely. Thank you. Yeah, so we’re talking about podcasts because going going bigger picture, the United States presidential election is not just a political event.
It’s actually a marketing campaign event. And even if you had zero political interest whatsoever, you would look at those campaigns and you’d see a lot of interesting marketing information. If you think about politics, or if you think about the US election in particular, US presidential election in particular, As one of the most aggressive winner take all campaigns that happens.
It’s like the formula one of marketing. Um, in fact, Kamala just spent a hundred million dollars a week for 15 weeks in a row and lost, right? So 1. 5 billion was spent on her campaign. In a matter of 15 weeks, it’s absolutely astronomical to think about that. Um, as a, like, as a, you know, imagine a startup business that spent 100 million a week for 15 weeks and then didn’t and then closed down.
Right. That was it. It just game over. Um, so it’s a really interesting, like, cutthroat, phenomenal campaign to take advantage to take awareness of. So, historically. These campaigns, they show us leading trends as to what we should be doing. So in the 1930s, the fireside radio jingle, uh, chat with Franklin Roosevelt signaled radio advertising was a big thing to get involved in.
1960 JFK versus Nixon signaled that television had arrived as the major dominant form for building a brand 2008 Obama everywhere, social media campaign. Right. He’s. Um, he’s, he’s talking about, um, he’s connecting with people on social media, 2016 Cambridge Analytica data analytics. That was its moment to arrive that data analytics became very, very important.
So the big thing that happened in the 2024 election was podcast long form podcast, and it was reactionary. To the frustration that people were feeling in the very noisy media landscape where you couldn’t get straight answers from traditional media. So traditional media and social media were being influenced by agendas and algorithms and editing and cutting and AI created content.
All this stuff was going on. And the only antidote to that confusion is that people wanted to experience a long form, hard to fake podcast format so that they could actually. Almost deep dive and hear from the horse’s mouth. So it’s like, okay, you’ve heard all these horrible things about this candidate.
Well, let’s actually see the candidate for three hours. Just talking, um, and see what they say. Uh, we’ve heard a wonderful things about this candidate. Let’s actually hear whether they live up to the wonderful things. So the podcast format emerged in this campaign as the as the critical winner. So, um, let me give you a quick, some of the summary of the stats, which is pretty amazing.
So Kamala did five podcasts. One of them was only seven minutes. Call Her Daddy was only seven, seven or eight minutes, four million views, three hours of total watch time across five podcasts. Trump doubled down on podcasts, 14 major podcasts, 124 million views. And 17 hours of watch time. Now that doesn’t include JD Vance, who was also crazy active on podcasts.
Uh, Elon Musk who went on Joe Rogan as well. So essentially, um, Kamala’s team, you know, even just head to head on candidates, they didn’t do very much on the, on the podcasts, but when you kind of look at the extended team, the Trump team did so many more podcasts, it was a major part of their strategy. And.
That developed a core group of fans, a core group of voters. So one of the things that we will see in the year ahead is that every brand should seriously take consideration around putting the founder, the CEO, or a major player in the organization onto a podcast. You want to build up the podcast pyramid.
You want to basically do lots of little podcasts and then get invited onto the bigger ones and then get invited onto the big ones again. And you want to be a guest on other people’s podcasts, take that unfiltered content, share it, let people just listen to the long unfiltered version. Now the key here as marketers.
Is don’t mess with that core filter of that core reason why people want it. So the worst thing you could do with a marketer as a marketer is take the long podcast and just chop it up into one minute versions, but not give people access to the long version. If you are going to do short videos, make sure all of them link to the long podcast.
Your goal is to create an unfiltered moment. Where people feel that they can actually spend time with the person as if they’re listening in on a conversation. That’s not felt it from a trend perspective. It’s just so fascinating to, to, to see there was, um, the reason why I asked that is that in the Q and a, there was a, uh, there was a question that came from anonymous who asked about the different tactics you’re part as you’re, uh, Perfect repeatable week, um, but any insights on how you drove folks to those, to those pages.
Um, and so it’s interesting to me to sort of hear that that as a trend, because it strikes me that that would be at least part of the answer. Yeah, definitely part of it. Being a guest on podcast, social media, joint ventures and partners, ads, uh, SEO, all the usual suspects, all of that stuff only really works.
When you have fundamental strength in each asset that you create, um, you know, if you said to me, there’s a lot of people say, Oh, I struggle with generating leads. And I say, let’s imagine you had Elon Musk available to give a talk in your city. You’ve got exclusive rights. He’s going to be there. It’s going to be live.
Um, do you think you could get 500 people to show up? Yes. How would you do that? Well, I’d go on radio and I tell people and I run ads and I word would spread and I go, great. So if you’ve got something interesting that’s going on, then it’s not hard to fill. It’s not hard to get people to signal for it. So the key is you need two things.
You’ve got to have something of interest, a scorecard, an event, Um, you know, uh, a discussion group, people can join. You’ve got to have something that’s interesting. And then you’ve got to have ways of telling people about that thing that’s interesting. If either of those things are off, uh, then you won’t get the magic spark.
Perfect. Legend. Thank you so much, Daniel. It’s been, it’s been really, really interesting just to get the insight from a Business owner perspective from someone who has got vast experience in sales, but then also marketing, uh, you, you, you’ve done it also. Thank you very, very much. And thank you of course, uh, to everyone in the community as well for contributing your comments, your chats, uh, your questions in the Q and a as well.
Um, You’re all absolute legends. So, so thank you. Um, bring today to a close, uh, purely on the basis of we’ve had a lot to digest over this past hour. Um, so let’s, uh, say a big thank you to Daniel. Uh, next week, we’ve got a session all about experiencing the nuance of B2B marketing strategy. So if. You’re in B2B then, uh, we’ve got Jay Tambini coming to speak all about, uh, B2B marketing strategy, uh, and the nuance that exists in there.
So, uh, hopefully, uh, you can make it for that big, big thank you to all of our sponsors, Frontify, Exclaimer, Cambridge Marketing College, Plannable, Storyblock. Uh, you’re all heroes. And with that, we’ll come to a close with a big, big thank you, uh, to you, Daniel, uh, for taking the time with us, mate. A lot of pleasure, Daniel, and say, thank you.
Uh, his QR code is just there. Thank you everyone and we hope to see you, uh, next week. Take care.