Allan Dib Reveals How To Create A 1-Page Marketing Plan

Hey, Construction Legends! So today we've got an interview with Alan Dib. Alan is a serial entrepreneur, 2 or 3 exits of huge companies that he's started, grown, and exited out of. He is a rebellious marketer. He has probably one of the most famous books on marketing out there. It's over 5 years old. It's been on the top 10 lists in all of marketing on Amazon across the world. It's a fantastic, fantastic book. And this is part of our free consulting series in that whenever I'm trying to find out specific information, I Cost an Expert. I'm trying to share that information with you. He's got specific tips on how to create a one-page marketing plan for construction companies. That's today's episode. Enjoy. Alan, fantastic to have you on the podcast. How you doing?

Hey, Cian, I'm doing awesome. How are you?

I'm very good, very good. A pleasure. Better for seeing you, Alan.

Thank you so much.

In your book, The One Page Marketing Plan, you've got a quote, and I think is really valuable for construction companies because so many construction companies tender for work, they bid for work, and it's essentially a race to the bottom with regards to price. You've got a quote in your book that says, "A customer won on price will be lost on price." Talk to us about that.

Yeah, totally. Look, in most industries, and especially if you sell a commodity or something that's perceived as a commodity, there'll usually be someone who's willing to go out of business faster than you are. And it's kind of like the craziest person wins. But unfortunately, winning in this case usually means you're going out of business. So In a race to the bottom, the winner is really not the winner. So really you've gotta figure out a way to either have the client perceive you as different or legitimately be different. And hopefully you legitimately be different in a way that's meaningful to the customer where they are willing to pay a premium and where you are able to afford to be able to deliver a better service, to deliver a better product to them.

Okay, so how do you go about being different? I mean, that's a simple concept, but I guess hard to actually implement in that. So many construction companies can potentially be a commodity. They, you know, in theory, like one scaffolding company could be the same as another scaffolding company.

Totally.

So how do you differentiate yourself to not be a commodity and not just have to compete on price alone?

Yeah, so the thing I often say to clients, because let's face it, most of us, unless we're an Elon Musk or a Steve Jobs or whatever, we'll probably never invent anything brand new that's never been ever done or thought of or whatever. So for the most part, most of us to some extent are selling a commodity. So whether it's consulting, whether it's construction equipment, whether whatever else, and often it's doing the common thing uncommonly well that gets, gets you to win new business and retain business. And what I mean by that is often what people are really buying is not really the commodity. I mean, like you say, one scaffolding is probably similar to another scaffolding, one piece of equipment similar to another. And so actually one of our clients is in the materials business for, say, supply construction businesses. And one of the ways that we've worked with them to differentiate is they have guaranteed availability of stock, which is a major problem. And they often supply people who are like, they supply builders and a lot of times they've got to get their stuff in urgently. Like they're kind of almost like an emergency material supplier so they can really basically charge a bigger premium. But also what they've done, and I won't name any names, but they have the ability to track the material So they have like little GPS units that are on the materials and they have a little portal that they allow their customers to basically get real certainty. So a lot of times when we're thinking about what are things that will build value is can you reduce the time or effort that it takes to deliver your service or buy your service or get a quote? That was actually one of the other things that we work on with them is the ability to turn a quote around really, really quickly with people who are knowledgeable within their team. So they're not working with a salesperson, then they got passed to another technical person and all of that. And then that takes weeks and weeks. They can literally turn around quotes like in a day. So that makes a massive difference. So speed, effort, time, and risk really. Can you reduce the risk of doing business? So if I place an order with you and I've got uncertainty, will it show up on time? Will my construction project be delayed? And I mean, I don't need to tell you what the costs of construction delays and things are. So all of those things reduce risk or reduce time or reduce effort. And so none of those things are about the core commodity, right? None of those things are about, you know, good the steel is or whatever the commodity is. So a lot of times it's about the things that are surrounding the core product.

Okay, so let's just chunk up a little bit. And if we can define, well, firstly, before we do, let's establish why market in the first place, right? So you can, most smaller construction companies will only bid in tender. They'll do competitive tenders or go into portals, government portals and private portals, and then they'll bid. And that's their only acquisition channel.

Yeah.

So, I mean, when we're talking to our clients, we say you need more than one acquisition channel, full stop, because otherwise you're always playing that game. And then that's very market dependent as well, because if there's no tenders, and you can just be at the end of that stick essentially, where whatever happens to the market is however well you do. And so it's protecting ourselves against that. So when we're talking about marketing, how— just chunk right up and let's just go, what is marketing in the first place?

Yeah, so marketing is getting your ideal customer or prospect to know you, like you, trust you enough to do business with you. Another way another way I would define marketing, and I like to do simple definition because you ask 5 people what marketing is and you're going to get 5 different answers. But another way I think of marketing is amplification, right? So how do we amplify our message? Now, if I got a, I mean, I've got a literal microphone here, right? And so what a microphone does and an amplifier, it amplifies your voice, amplifies your message. Now, if you're a bad singer, and I assure you I am a bad singer, a microphone is just going to make you a loud bad singer. And what a lot of people are doing doing with their marketing is exactly that. They're trying to amplify a bad message, a message that isn't resonating. So what I mean by that, you go onto most people's websites or you read their copy and it's usually self-focused. We're really awesome. We founded our business in 1985. We do this, we do that. And it's usually a message that doesn't really differentiate. It's usually a message that's highly self-focused. It's usually a message that's boring and that almost anyone can claim. So a lot of the work that we do with people in the marketing space is let's figure out a message that can really cut through within your target market, that really resonates with your target market, because then if we amplify that message, we're going to get so much better results than if we're amplifying a crappy message that's kind of boring, that's the same as everybody else, that doesn't differentiate at all, that doesn't really resonate with their audience. So a lot of what we're wanting to do is amplify a good message. So first of all, figuring out, okay, let's go back and figure out what our messaging should be and what's a message that will really cut through with our audience better than just the generic stuff.

Got it, got it. And so you say that it's essentially, it's not a one-time thing, marketing, it's a daily thing. And so we actually, we have this thing in our weekly meetings where at the start of a meeting we have what I call internally a hook, but we try and have something interesting at the start of every internal meeting to spice it up. And one of the quotes I put in actually last week was a quote by Napoleon Bonaparte, which says, "Volume is a quantity all of its own," right? Which incidentally, I did a bit of research, the team said, "Stalin also said that." And I was like, "Okay, don't say that, right? Let's just stick with Napoleon." But talk to us on volume and what that means and the difference between a single activity and daily activities.

Yeah, so I'll talk on volume in a couple of dimensions. So first of all, what we see a lot in the marketing space is every time you speak to another marketer or whatever, people literally listening in right probably have a bit of a fear around, "Ah, shit, another marketer who's gonna tell me more stuff to do, more stuff to add to my to-do list." A lot of the work that we do with clients is figuring out how can we actually do less marketing? And what I mean by that is we want to figure out what's the 80/20, what's really gonna get you 80% of the result for 20% of the effort, and then let's double down on that. A lot of times what we find, a lot of people that work a little bit of Instagram, little bit of LinkedIn, little bit of email marketing, little bit all over the place. And so your focus is dispersed, your results are kind of haphazard. So actually, when it comes to that kind of volume, I actually recommend doing less. Like if you look at what I'm doing myself from a marketing perspective, the list of stuff I'm not doing is way bigger than the list of stuff that I am actually doing. So I work on high-impact marketing activities. So a lot of times it's figuring out, okay, let's do less stuff. Now when we figured out what the 80/20 is, then absolutely, we absolutely crank up up the volume and get better and better at it. And I often say marketing is a process, not an event. So a lot of times people are like, hey, we'll launch a new brand or we'll refresh the website, whatever. None of those things are bad things, but they're events. What we wanna do is processes. So, and the way we win at marketing is the daily, weekly, monthly processes. It's the boring stuff, the emails regularly to clients. It's the, if you decide to be on social media, it's posts regularly, all of those sorts of things. So it's the daily, weekly, monthly boring stuff. And often it's the stuff that the business owner hasn't got a hope of getting to because they're too busy putting out fires all day. They're dealing with clients, they're dealing with all of that, and marketing, feeling not too urgent, drops down and down, down the list. So a lot of the work we do with clients is helping them put that marketing coordinator, that marketing person in place who wakes up every morning and does the daily, weekly, monthly processes, the boring stuff that you won't get to, the stuff that you kind of get bored with after doing it once, twice, 3 times. Really getting that marketing capability in place in-house and just, just doing that recurring effort. Like you and I just before this call, we were talking about weightlifting, right? How do you get strong? You don't get strong by doing 1,000 different movements 3 times a year, right? You do the same 3 or 4 movements— a squat, a deadlift, a bench press, or whatever— but you do them 3 times, 4 times a week. And over the course of a year, 2 years, that's how you get strong. And that's exactly the same with building your marketing muscle. You're going to do the same few movements on a regular basis but you're going to get better and better at it and stronger and stronger at it. And that's how you win at the game of marketing.

Okay. That's really interesting. So this is, you know, some of the free consulting part is going to come in now.

Sure.

So one of the challenges I find for our business, and this will be the same for all of the listeners and their construction businesses as well, it is an effort to decommoditize. So be different from other people. And one of the key things is, you know, our clients want to know who you've worked with in the past, how successful you've been on from previous projects. And so if you're able to demonstrate to them, you know, we have been successful, we've done all of this stuff in the past and we've been very good, that's why we're not the same as everyone else. Yes, we're a bit more expensive, but we're more expensive because we're more successful. Oftentimes we talk about the vicious cycle of bidding, which is down, down, down, down, down, like lower margins, lower margins to win the work. But there's also the virtuous cycle, which is if you do a project with a good margin, then you're able to employ better people, you're able to have better equipment, and then over time you're delivering better results and you get a better reputation in the market. So let's say you're doing that, you're doing a great job. How can we tell the market that without being me-focused, right? So you said at the start, you don't want to say I, we, we did all this. So how can we let the market know that we have been successful without making it about us, making it outwardly?

Yeah, totally. So I think one of the best ways and one of the most underutilized ways is to just get a lot of client testimonials. So a lot of times we have a little strategy called a wall of love, and that can be a digital wall where literally on your website you have a page called testimonials or reviews or whatever, and there's just piles and piles of proof. That's so powerful because, you know, of course you can maybe get a friend or two to do a testimonial or two for you, but when there's dozens or hundreds or whatever, that's just an insurmountable amount of proof. So that's really, really powerful. And sometimes it's really, really powerful. I mean, if you have a physical store presence or a physical location, have a literal wall of proof where you've got great quotes or great things from customers, where someone walks into your premises and they're like confronted with, wow, this is all the amazing social proof that we're getting from people who've loved our stuff. So I think that's one of the most powerful ways. So as you mentioned, case studies can be really, really powerful, but just let that what other people say about you is way, way more powerful than what you say about yourself. So I think that's a really, really powerful way of doing it. It's a way that's worked well for us, for our clients. And in that case, volume really makes a big difference because like I said, you can get 1 or 2 friends to do a testimonial, but when it's specific, when there's names to faces, when there are concrete examples, I think that's so much more powerful.

Okay. Yeah, absolutely love it.

The other thing I'll add is when you make claims, and proof. So for example, a lot of people will claim to be the leader in their category or their industry or whatever, we're the leading supplier of whatever, so and so. Almost everybody says that and they have no proof or whatever, or we're the fastest or we're the best or whatever. So give me some proof of that. So if you say you've got the best customer service, well, you can prove that by saying, hey, 99% of our tickets are resolved within 2 hours or whatever. Or if we're the fastest, we deliver 80% of our orders within whatever timeframe, 1 day, 2 days, or whatever it is. So give some proof along with claims that you make, and that will give them a lot more credence as well.

Yeah. And so tactically, and maybe you can help me with this, is— and I'm just talking from my point of view— the way we do that is we try and get stats of average successes from our clients. And so we can say, typically, if you're an average client and you do what we ask you to do, you're going to get 82% of your negotiations across the line. We know that for sure.

Nice.

If you, you know, use us in post-award, you're going to get get twice the amount of change orders, variations, EOTs approved than you normally would. So there's statistics we're able to show. So we're able to broadcast that statistic. And tell me if I'm wrong, do those type of statistics act as a social proof?

Yeah, I think they're powerful. So being able to put statistics to it, but also I would also use verbatims from clients. So what are people saying about you? So there's this, there's what I call an awesomeness gap. I was speaking at an event last week and we ran a bit of a messaging workshop workshop. And so I pulled up the Google reviews of a few different companies that were at that workshop, and the Google reviews were glowing. We love working with so-and-so, we love the product, we love them, this and that. And then I pull up the website and it looks like shit basically, and makes some generic claim about being a leader or whatever and all of this. And so there's that real gap between what a client's actually saying about you and what a client's actually pumped about versus what are you saying about yourself and how are you presenting yourself. And in Almost every case when we pulled up someone's reviews to someone's actual website, there was a huge gap between what the experience that people had and what you were presenting publicly as your face, which is a huge problem because people only buy based on your marketing. They don't buy based on using your product or service because by that time they've purchased already. So a lot of us feel like, hey, we're better than our competitor for this, that, that reason or whatever, but we're not communicating that in an effective way that really cuts through and resonates with your target market.

Love it. And so technically, if we were to go down the level, so that's kind of the outcome we want. Hey, legend, just quickly, if you got any sort of value from this video, hit the subscribe button and we'll send you a free virtual construction site coffee via fax directly to your fax machine over here. Hit the subscribe button. Cheers. How can we proceduralize into our our day-to-day work getting reviews, getting testimonials from clients? Like, what's the best way that we can implement that into the business so that it's part of the system that we're constantly getting these reviews and then we're kind of building up that social proof?

Yeah, so what a lot of mistake a lot of people make is they kind of think, all right, I'm going to do a really good job and then I'll ask, you know, my clients to do a review afterwards. And that's okay, but I think a better way is to make it an expectation upfront, even in the sales process, I would say, look, you are an ideal client. We're going to do an amazing job with you. And just prepare them, hey, part of what we do and how we get more clients like you is firstly through referrals, but also through you just sharing your experience. And I would just ask that, you know, when we work together, that you would just share your genuine experience with working with us. And so that way you're kind of not surprising someone with, oh, please can you do me a testimonial or whatever. That's an expectation that they already have even in the sales process even early on in the onboarding. So make that an expectation so that it's not a surprise to them when you go back to them and ask them, and they'll also have the ability to think that through. Second thing I would do is in your actual processes. So if you communicate with an automated sequence or whatever else, have that proceduralized as part of the client process. It's not something that you haphazardly ask once every now and then or whatever, but it's part of actually the delivery and implementation of your service. And you may put it at a certain timeframe in, in the delivery or whatever else. So I would have that systemized in the actual delivery and/or onboarding or whatever's relevant in your business. The other thing that I would do is also not leave the client to their own devices because like most people are kind of like that, I don't know what to say, like, and all of this sort of thing. They kind of freeze up and all of this sort of thing. So have a few prompts where you can prompt them. So for example, why did you choose us over our competitors? Did you have any doubts prior to ordering from us? And if so, like, what were that? Like, what was it that almost made you decide to buy from us versus someone else? So first of all, you're going to learn a lot, like, because you'll think, oh, they buy our product because they really love our steel or our bricks or whatever. But you'll find out, hey, actually they're buying from us because they really love dealing with Jenny, who's an amazing salesperson and she just does a great job and always turns around the quote super quick. She's easy to deal with and fun or whatever, right? So you're going to find a lot out, but also you're going to prompt them. And the other way that I would frame it is feedback. Rather than saying, hey, Cian, can can you record me a video testimonial? Which is like, I don't know what to say, I don't know what do I do, or whatever. Just frame it as feedback. Can— would you mind if we took a couple of minutes and you'd give me a little bit of feedback about how we delivered our service? Well, everybody's— can do that. Yeah, of course I can give you feedback. I'll tell you how— what my experience was and all of this sort of thing. So that makes it less intimidating and an easier way to deliver. Yep.

Have you ever read the book Influence by Robert Cialdini?

I have, I have, I have. It's been a few years, but I, uh, it was a good book.

It's a great book. So I've recently read read it or going through reading it a second time. But in the book, it talks about various different types of influence. And one of those that we talked about is social proof.

Yes.

And another one that they talk about is authority.

Yes.

And so in the book, there's an experiment that he talks about. And basically, it's back in the '20s and '30s that they did this experiment. And it was about people that they could do a little bit more aggressive things back then that you'd never get away with this now. And so they had one guy hooked hooked up to an electric shock machine, and they had another guy in a different room. And so the experiment was they would ask the guy questions, and if he got it wrong, he got a shock.

Yeah.

And when he got the shock, they would turn up the amplification to the next level, and then if he got the next one wrong, he got a worse shock. Yeah. And that keeps going on. And then there's— so there's another guy in the control room who was saying, yeah, give him the next, you know, hit. And so all of these experiments got to the point where the shock was so high that the guy was like, I don't want to do this anymore. Stop, stop, stop. And then the guy in the control room was like, oh, do I give him this shock or not? And the guy goes, yes, give him the shot. And then so a couple of guys went unconscious completely. But turned out that the study wasn't about the guy answering the questions and how much shock he was taking. It was about the guy who was controlling the power. And there was an authority. There was a guy in a white jacket telling him to keep going and keep going. And he kept going way beyond his own moral stance.

Yeah.

And so it emphasizes how powerful authority is as an influence factor. Now, Authority, I know you're a really big proponent on cornerstone content. Could you tell us a bit about that and how it works?

So cornerstone content, and these days I sort of call it a cornerstone asset because it can be most commonly it's content, but sometimes it can be an experience or sometimes it can be a tool. So it's something that you're famous for within your target market. So to use myself as an example, I'm famous for the One Page Marketing Plan canvas and process and of course book. So even though So in our consulting, we do way more than just a marketing plan, right? We work with teams and executives on all sorts of business challenges. But if I was to say, hey, I'm all things to all people, we do business consulting and we'll help you with staff and we'll help you with team and we'll help you with your marketing and with your business systems, the message would get diluted and lost. So whenever I'm speaking to an audience, whenever I'm a guest on a podcast like I am now, we really talk about marketing, marketing plan, marketing strategy, all of that sort of thing. So what's the thing that you're going to be famous for. So to give you a few examples, so myself, that's an example. You can have cornerstone experiences as well. So for example, there'll be businesses that run lunch and learn events in the B2B space. In the B2C space, there are people who run events and things like that. So what's something that you're known or famous for within your target market that kind of acts as a magnet? So it's, you know, sometimes people talk about lead magnets and lead magnets are fine, but you might have 100 different lead magnets because lead magnets are very much attached to the ad that you run, but this is something a bit more expansive. What are you going to be famous for? What's going to generate a lot of goodwill within your target market? What's something that they're going to love working with you for and have you well known for? So what are they actually going to, you know, it creates a lot of brand equity while also generating leads, while also bringing in a lot of people who may not have heard about you before.

So it could be a good example example, when you first told me about this, a good example that I, you know, you say, oh yeah, that's what they were doing, right? So the, one of the first companies I ever worked for was a company called Bruce Shaw in Ireland. They're now Linesize, they're probably well known, they're a large consultancy around the world now. And so every, I can't remember the, the time period in which they did this, but I'm just going to assume it's once a quarter or maybe it's twice annually or something. And so they produced a book which was called the Bruce Shaw Handbook, and the book was cost per linear meter, cost per meter cubed of building Whatever. And it was kind of the Bible where people would go to, oh, what's the latest cost? And people could use that to estimate. And so because they were the company that produced this document, they were already considered the experts because they're the guys that, you know, if I'm going to get something estimated, if I'm going to get something costed up, why wouldn't I not go to the guys that literally wrote the book on it?

That's it. That's it. So that's a great example of a cornerstone tool. That's something that helps me get a result in advance. A few more examples, like if you've ever read the book Five Love Languages or whatever, there's a little quiz tool that will help you figure out what love language are you, you know, acts of service or whatever, that sort of thing. So that's a great example of, of a cornerstone tool. So really what we want to do with our cornerstone asset or cornerstone piece of content is we want to demonstrate that we can help the prospect by actually helping them advance in advance. We also want to exaggerate or crystallize our little uniqueness or unique selling proposition. And it also builds a lot of trust and goodwill with our target market. Like you've given them something in advance of them paying you any money. Most often, sometimes it can be something low cost or whatever, but you're building a lot of goodwill. And so goodwill translates to brand equity and translates to, you know, cash. I mean, when you purchase a business or when you sell a business, there's a line item on there that for the purchase price that exceeds your, you know, your inventory and your cash on hand and all of that. And that line item on the balance sheet is called literally called goodwill, right? So that's a lot of what you want to build up with your target market. You want to build that trust, that goodwill, that authority, as you mentioned. And it really helps also turn invisible prospects into visible ones. So in a lot of markets, we don't know who our ideal prospect is. And so a cornerstone piece of content or an asset or a tool can really pull that out of the market. It can bring up to light prospects that you may not have known were ideal prospects in the past.

Yeah, fantastic. And it doesn't have to be something that is free either, does it? I mean, you can actually— I mean, I've seen some companies are really good. Another good example example is, again, to use the scaffolding example, but I've seen this in a different industry, slightly different way, but you could do this in scaffolding for sure, or civil, or steel fabrication, or whatever, was they— their kind of cornerstone asset was they ran a certification course for supervisors. So they said, we train supervisors on how to make sure X, Y, and Z. And that, that business, or that little arm of your business, doesn't need to make lots of money. It can be cash neutral, basically. But what's happening is you're the guy that trains the supervisors. So obviously you're fantastic. It also gets you leads into these companies. You get a foot in the door to say, hey, we'll train your supervisors. And then you, you've run them through that. And then that's another way in the door as well. So I've seen that done really well. Alan, can you give us 3 very implementable things into a business considering probably the people listening to this are contractors, subcontractors, busy people? What could they do? 3 things that they could do on a regular basis to to just get this started, get it moving forward?

So the 3 things I really look at when it comes to marketing implementation— so number 1 is, and not just marketing implementation, but when I look at marketing implementation, I'm thinking leverage. Like, remember we talked about before, 80/20. What are the things that are going to get me an outsized result? Meaning I put in a certain amount of input, meaning time, money, effort, and I get more back. And so really the 3 categories is tools. Are you using the right tools for the job? And, you know, in the construction industry, I don't have to talk about why tools are important, right? If we want to get the job done, the right tool for the right job is going to get it done better, bigger, all of that sort of stuff. So from a marketing perspective, that's stuff like your CRM system, your content management system, your— those kind of systems. So do you have the right tools in place? Next is, do you have assets in place? So we talked about a cornerstone style of asset, but there are other marketing assets. So when we— the reason assets are important is because income comes from assets, and that's, that's true from a financial perspective. So if I own property, I can generate rental income. If I own stocks, I can generate dividend income. And it's exactly the same from marketing. So if you've got good marketing assets, you can generate leads, lead flow, prospects, customers. So an example in my business is my book, right? I've got my book as an asset and literally every day someone emails and says, hey, I read your book, can you come speak at our event? Or can you come on our podcast? Or can you, I'd like to sign up for your certification program or whatever it is, right? So Do you have the right assets in place? So in the absence of assets, we're gonna have to do a lot of manual labor. We're gonna have to do a lot of cold outreach, cold calling, pushing, pushing, pushing. And that works, but it stops when you stop. Similar to kind of working a job, right? When you're working a job, if you stop working that job, you stop getting that income, right? Whereas if you own an asset, whether you work or not, you get that cash flow or that income. So that's a similar way that I think about marketing assets. And the final thing is processes. What we discuss doing the daily, weekly, monthly. So rather than thinking of marketing as an event, think of it as a process. And importantly, thinking about who in your team is responsible and who's actually going to execute on that stuff. So who's going to wake up every morning, 9 AM, get started— not wake up at 9 AM, but get started at 9 AM or whenever and implement your daily, weekly, monthly. Just get that stuff done and really get that compound interest working from a marketing perspective. So initially, it'll feel like a grind, not much is happening, then a little bit more, then a little bit more. And then suddenly you see that hockey stick after a while. Where did that come from? That came from the power of compounding. So when you do the daily, weekly, monthly, you're going to get a lot of great results.

Lovely. So Alan, your book, The One Page Marketing Plan, I think if you're a listener, you can get it on your, your homepage, successwise.com. Also just on Amazon. I know charts change over time. The book's been out, you know, a number of years now, 5 plus. So I know it's been up there at the top of the marketing section before. I know it goes up and down, but it's right up there as one of one of the most successful marketing books out there. It's used in universities across America. And I don't know if you're okay, I'm happy if you're not. Sure. You're in the process or you have written or completed a second book. Can you give us a tease? I know it's not out, but can you give us a bit of a teaser?

Yeah, it's not out just yet and I won't reveal the title just yet because we haven't fully settled on it, but it's basically marketing implementation. So the first book is very much around strategy, around planning. So let's get our plan together, let's get our plan right, kind of You know, if we're building a house or any kind of building, we want to put together our blueprint so that we know where things go. We wouldn't just start randomly building without a plan. The second book is very much around implementation. How do we take that plan and really implement it? So, and the three parts of the book are literally tools, assets, and processes. So how do we get the right tools in place? How do we build the right assets? And how do we put those processes together? So that's really what it's about. I'm launching in May next year and I'm really looking forward to sharing it with everyone.

Fantastic, Allan. Thanks for coming on. I really look forward to reading the new book. I've read your old book twice, at least, if not more. Well, depends on whether you can— I often listen to books and my wife's like, that's not actually reading. I'm like, it is. So I've actually physically read it and I've listened to it. So I think that counts as I've read it twice. Okay. Um, so looking forward to the next book coming out. Where, if people are interested in getting help with their marketing, where can they reach out to you?

Yeah. So successwise.com is where you can join our mailing list. If you want to email myself directly, it's alan@successwise.com and either myself or someone in my team will respond to you. So happy to hear from, from you.

Okay, Alan, lovely to have you on the podcast, and hopefully we catch up again soon.

For sure. Thanks, Cian.

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