Here’s $100,000 Worth Of Marketing Advice For $0

On today's show, we're breaking down the most valuable advice we have. We're going to give you the 10 things you need to learn to be a better marketer to grow your business. Today, we're going to help you avoid a mistake everyone makes.

I truly believe this is where all marketers can get better. It's like obsess over problems, not solutions.

We're also going to break down why most people have terrible goals and how to make your goals in 2024 better than they've ever been before.

The real art is being able to set the right go.

And today we're starting with the first five. Let's get into today's show. All right. On today's show, we are Talking about the 10 lessons that are going to make you a better marketer in 2024. We took these from all the smart people we've interviewed on the show, from smart people we've worked with, from experiences we've had. And what we want to do is we want to run through those with everybody today. We want to tell some stories, crack some jokes, and help people understand how to shift their marketing mindset in 2024. Kieran, aka Tony the Tiger, you are in the house. You are feeling like the second runner up of the jungle right now. And let's go, man.

I thought what we could do in this show is basically tell all of you how you can be a better marketer going forward. Whether you are a marketer who aspires to be a marketing leader, whether you are already a marketing leader, whether you are a founder who is looking for a leader to hire this year. Like, these are, I think, the traits that you would want your marketeer to have. And so I can bring up my awesome slides as we go along and just show the first one and then we can kind of talk about it and then go to the second one. Did it all myself. Design skill is one of the things you really need to know.

Did you design these slides? Did I design these slides? What happened?

I. This show was actually created through Bard. What I really did was took a bunch of our shows and then put them all into Bard because bard has the YouTube integration.

Yeah.

And then got it to, like, categorize the themes and then pulled out the themes and, like, you know, I kind of did the last part where I kind of provided the context for each category, provided a description, and kind of wrote what we thought about those things. But it's pretty great if you wanted to kind of go through previous YouTube videos and create content around them. But I did the slides in canvas because, you know, I'm a great designer.

So this is number one one, Kieran, failed web developer and aspiring failing designer.

All right, number one, we've talked about this a lot. I truly believe this is where all marketers can get better. It's like obsess over problems, not solutions. For every problem you tackle, you really want to understand how it's solving, what it solves to make the customer happy. And the operational metric to measure to know you've been successful. Now, I want to talk a little bit about the metric when we get into it, because not every team needs to have a metric. And I can describe how I would measure that team, but I want to kind of talk about the importance of this through a story of the challenges of training my French bulldog. So. So I have two dogs. I have a pug who's six or who was. We've adopted when she was six. She's 12 now. She's awesome. Mini. She's quite small. That's why we called her Mini. And like every other person during COVID we got a dog. We got a French bulldog, and he's three years old now. And so buddy has some quirks, right? That's just his nature. I enjoy.

Got some quirks. Quirks is just a nice way for. He's a jerk.

Yeah. He's not a. Don't you call my dog a jerk. This dog is, like, at the top of the pyramid. Everyone else is below how I think of this dog. And so he has quirks, Kip. Just quirks. He's stubborn and one of the. You've had dogs, right? One of the hardest things I've had to do is try to train him to walk properly past other dogs. So when he sees another dog coming, what he does is he gets down, he lies on the floor, he waits till they're near him, and he pounces at them when they're at least expecting it to say hello. So his. His idea of saying hello is to pounce at you and to scare you, right? That is how he says hello to other dog. And so what I have figured out is, like, if you have these treats, because he loves these kind of treats, I can. Like, before the dog gets to him, I. He. I can say, here's a treat, and then he'll sit up, stare at the treat. The dog will pass. Now, why am I using this as a way to describe why this problem, why this actually matters? It's because what I am really obsessing over there is the solution. Right? I have found a solution for getting the dog to walk past him and for him to sit up and stare at a treat. But I actually don't know the problem. Like, what is the problem? Why does he.

You don't know why he's doing this. You're just. It's a band aid, right.

I figured out using chat GPT, that the problem is that he gets. He thinks he is the leader of the pack. And because it is only him and I walk, I must be like the number two in the pack, which actually makes a ton of sense. I'm usually always the, the number two in my household. And then. And so he's protecting me. And so what I figured out is if I walk around and put me in front of the dog, you, he has less. He, he. Now he, he understands it's not his job to protect me because I'm in front of him. Right? And so I think that's a good example of when you look at the solution, sure. You can kind of like when you focus on the solution, you can do something. It's probably temporary, it's probably a hacky way of doing it and not the best way of doing that thing. Cause you don't truly understand the problem. And the more you actually crystallize the problem, the better the solution will be and the more impactful it will likely be. And I think too often marketers start with a solution without really crystallizing the problem because they don't truly understand their customer.

Well, they don't understand their customer. And I think what's important is if you've done marketing ever in your life or you've ran a business ever in your life, one of the things you talk about is like this notion of debt. Oh, we have technical debt, we have operational debt, we have process debt, Our website stinks. And we have a ton of website debt because it's completely misorganized all those things. Right? The reason you have debt is because you've been too obsessed on a bunch of different solutions versus the root problem. Right? The root. Solving the root problem is how you avoid getting debt and minimize the debt you have as like a team and as an organization. And so not only do you get this awesome benefit of solving a problem and solving it faster by focusing on the core problem versus just a bunch of strategies and tactics and solutions, you actually avoid all the debt that comes with doing those strategies, tactics, solutions. Because those things are not free. Right? Like in your dog metaphor, you gotta buy a bunch of. You gotta buy A bunch of dog treats. You gotta go to the store, you gotta spend money, you gotta do all those things, right? You gotta remember to bring them with you. In the marketing version of that, it's like, oh, well, maybe my website's broken, but I'm just gonna do some new templates and then I'm just gonna do this custom script to work around it. And then all of a sudden you've got all this stuff you're managing and copy and pasting across all these pages and that becomes a real pain in the butt. And then you end up hiring more people and it just goes on this bad death spiral of debt, right?

You become 20, 202008 financial system level of debt.

Exactly. Not good.

Yeah. So I think, I think we have another one here around getting more customer centric. But I think this is the first thing. If I'm a marketer, I would spend more time on trying to make sure that I understand the problems and why those problems were impactful to solve. And then I would start to sol. I think one of the reasons you should really spend time with other functions is because you learn different skill sets. And product and engineering are really good at this skill set because they have to understand the problem before they ever start to solution. And they will. If you've ever worked very closely with product engineering like I do, they'll actually want you to work with them on the problem versus the solution. So it's a good way that you can learn this. The second one is Kill Squishy goals. Right. Like I think about this in terms of. I used to go to these seminars, right? And they were for neuro linguistic programming. And I've talked about it a little bit on the show before, but it's basically how you like reset the way that you think about things. And actually, and it's for people who are. You meet a lot of different people there. You meet people who have been through traumatic experiences. You meet people who are just like unsure what to do with their lives. You meet people who are trying to like change careers or do something, you know, very different with their lives, which is what I was trying to do. And actually everything comes back to goal setting. Like it's really interesting. One of the seminars or the sessions we went to is just humans actually don't have problems setting goals. Like a lot of people feel that people who are lost within their lives, it's because they don't have the right goals or they're not able to set goals. But actually humans are goal making machines right from the Moment you get up in the morning, you have a goal to get out of your bed at a certain time. You have a goal to go downstairs and eat food, you have a goal to go and exercise. And some of those goals are consciously done and unconsciously done. And actually the real art is being able to set the right goal and then have feedback loops to know if that is getting you closer to your, your outcome or not. Right. Like stats, we have tight feedback loops and too often, I think in marketing or we actually have these squishy goals. Where a squishy goal to me is you have a goal for that month and then at the end of the month you sit down with your parents and you have to describe what did I do this month? Right. My parents do not really understand what I do. It has been 15 years and I still, you know, you do think something on the Internet. But if I had to sit down with them and describe, well, here's what I did this month and here is why that was impactful and here's how I know I delivered upon it. Too often a lot of teams cannot have that conversation because they set this arbitrary goal and it could be like it's, it's up to the way that they articulate success or not, whether they hit it or not. Like the deliverable is squishy. It's not easy to articulate. And we've talked about this on the show and I think that one of the simplistic things you can do as a manager, as a leader is to make sure that clear goals with clear deliverables cascade through your entire organization because that sets everyone up for the right level of accountability and conversations to have on a monthly basis.

Let me give you my hierarchy of goals, Kieran. The first is you have no goals. You have no idea what you're doing. The second is you have a goal. But that goal is very activity based. Like I am going to do five of these things. I'm going to write five articles.

Yes. This is where this is actually right.

And then the, the next level of better in the goal hierarchy is you have some result metric driven goal, which is what you're pushing on here, which is, hey, I'm going to achieve being able to generate a thousand leads this month through these channels. Right. And that's much better. The best version of a goal is I'm going to have some clear metric that is tied to my overall business revenue and strategy and goals.

Right.

So the best example would be, oh, I'm going to generate a thousand qualified leads for My sales team resulting in 70% of the sales pipeline for this quarter and the sales out, the sales outbound effort is going to generate the other 30%. Right. And then that's very clear. And then you can kind of have substrates of that, of like of that thousand qualified leads. So I'm going to get 300 from organic search, 200 from email marketing, 400 from paid, 100 from affiliate or referral traffic, whatever. You break that down and that's a pretty clear like, oh, did I hit my goal or not? Yes. And then if I didn't hit my goal, where did I come up short? Because that's the part like to use your parents metaphor. Are you clear on what you did and are you clear if you didn't make it, why you didn't make it?

Right, right.

Like if you. The problem with the activity based goals is you're like, well I wrote my five articles, but I mean, I don't know why we didn't achieve our goal. I wrote my five articles, I did my thing and that is the unhealthy way to think. So that is my kind of hierarchy of goals. And so you want to get to these very specific, tied to business outcome strategy, level of goals.

Yeah. And I think the one that people struggle with is, okay, well I don't, I'm a team, I just don't have a metric and I think that's fine. Not all teams need to have a metric, so. But there's always a clear deliverable. Like if you're the product marketing team, maybe one of your deliverables is I'm going to deliver a product position in Artifact. That artifact is going to answer these three pivotal questions. And the way I know it's going to be delivered is I'm going to present it to the CEO, the CMO and the CRO and they are going to give the green light that we are going to go ahead that these are the three things and I will integrate that into my product launches. Right? Oh, okay. Like I know that I know exactly what the deliverable is and how you know if you achieved it or not. So the whole thing, like the whole thing, well, I need to have a metric to have a clear deliverable is not true. So there you go. So kill squishy goals 2024. If you're a market leader, if you're a founder, you should be able to look at anyone's goals and say I actually understand whether you are going how you deliver upon this and how I will actually judge you on that. The Third one is we talk a lot about this, right? This is more true than the one distribution over everything, right? Only make something if you know how to distribute it. Distribution is the most powerful force in marketing. If you build something, understand how you will distribute it. First.

I think this is my biggest learning in my entire life doing marketing. I really do. I do not know something more impactful if you are doing marketing than this. Because one, it forces you to just not make some boring story in a vacuum that nobody's going to care about. That's not going to get out to anybody. And the second is it helps you not overthink things and overcomplicate things. The biggest trap of marketing is trying to over segment, right? Like for example, we're going back and forth at HubSpot around some different segmentation stuff. And the interesting thing about segmentation, right, if you focus on, you're like, oh, I'm going to create this new vertical or I'm going to focus on this smaller segment of company sizes that I'm going to go after, right? Whatever that may be. You almost always get an increase in conversion rate, but you will then have to create systems, new teams, add additional expense. Like the net cost of that upside is really positive.

There's a segment ROI model you can build. Basically, yes.

But the only time I have seen like the double down do more work with from a net benefit basis every single time is on distribution. You know, if you increase your distribution by 10, 20, 30%, there's just a direct correlation to revenue growth every time, right?

For segmentation to truly be impactful, the value of the conversion has to increase tenfold, right? That's the way. So I think in distribution you're trying to increase the, the channel's distribution tenfold. When you do distribution, it really needs to increase the value of the conversion for it to be worth worthwhile because the conversion rates through the segment will never be enough. Like I learned this lesson really early. I learned this lesson actually before I ever got into marketing, which is like really interesting because I, I think that's one of the reasons I was somewhat successful early on because I learned this lesson as a engineer when I was actually in my last year before I joined marketing. I always call it the 70 million blowout where I was traveling for a year after doing all these NLP conferences because I was like, I'm a terrible engineer, I need to go fix my life. And so I got into all these NLP conferences, spent my last 10,000 on these seminars and then said I still don't really know what I want to do, but I know I don't want to do this, so I'll just go travel. That's what most Irish people end up doing. They go South America, Asia. I said I end up in Sydney. And I went back to doing engineering work in Sydney because I realized when you're a contractor in Sydney, you can earn a lot of money. So I, rather than being someone who's like, well, my what I can contract on is like, well, I don't really know what I want to do in my life because I don't want to do engineering. And so I went back to being an engineer, did some contract work, ended up in this radio station. It was called, I think OZ fm. It's like the biggest radio station in Australia at the time. Got to meet the Backstreet Boys, got to meet Leo Sayer. No one knows who Leo Sayer is.

But he had no idea who you're talking about.

I know, like dancing, dancing. I want to dance Tonight away We were the high solo, the one album. And. And so I'm working, I asked. I go out, get asked to work on this like E Comm store, right? And so this was like 2007 or something, right? So it was like a long time ago. They were not that. And they were going to do this E Comm store for the radio station. You can buy swag. And so I'm doing. Doing the kind of stuff that I do, which is like more in the back end. And I was in a meeting and I was like, how do people arrive at this website? And I didn't really know anything about digital marketing, but I was like, I understood enough to know, like, how do people find the stuff?

Yeah.

And they were like, oh, well, we. Once we launch it, it's going to be such. There's gonna be so much fanfare around it. People will just know to come. That's never, you know, get the stuff. And so I was there three months it launched. I got asked to come back and do some work three to six months later and it had closed down again. And like I.

So I.

So I brought the lesson in with me, which is when I changed the year. A year after that I changed into marketing, got my first marketing job in search. And so I brought that lesson in with me, which is you have to understand the distribution part first. You have to have distribution built into whatever you're going to release. I think it's a pretty great lesson to still anchor yourself in today.

Look, distribution is hard and if you are A founder and your marketers aren't that distribution focused. It's probably because they don't have the skills and you probably need to go find somebody who is. If you're a marketer, you should go build distribution skills because you will be constantly in demand.

Constantly in demand.

Constantly. All right, all right, number four. Our lesson number four.

10X the value, right?

Oh, I like this.

This is one of HubSpot's first principles on the marketing team. This is one of your first principles. It's still, it's more relevant today than it's ever been because of the.

It's more relevant every day, actually.

AI is going to increase this, which is B10X more valuable than the competition. Marketing is a game of value.

Yeah.

That is the game who can deliver the most customer value, where you're where. And so what you really need to understand is where are your customers underserved and how can you 10x the value in that one area to create your wedge?

You want, you want to hear what I think is one of my best 10x value stories, Kieran?

Yes.

All right. You will remember this. You were, you were there for this. But I don't know if you, you would pick this as, as one of the top ones. You know, early in the days of HubSpot, this is probably 2012, 2013 somewhere in there. Still startup mode, still early on in the days of the Internet. And what we noticed was this, like, if you could have an offer that was just super valuable, wow, your conversion rate would be incredible. The virality of that content would be incredible. And you would just like kill your demand and lead gen and all that, that kind of performance. And so I was walking home one day and I was like, oh, all of our customers have bad stock photos on their website that they're paying a bunch of money for. Why don't we just pay a freelance photographer to go shoot like 500 photos and give them away for free? And we did. Those stock photos generated like hundreds of millions of dollars of revenue and put a bunch of HubSpotters on websites all over the Internet. Because we used like our own employees like as models for the stock photos. But that was something that literally cost, I think all in. Cost us like less than $10,000 to do and made well over $100 million for sure. Like, I haven't looked at the latest of it, but it was like the most massive change in. Because you fail in the inefficiency of the market. There are people out there paying real money for this thing and I'm gonna go give it to them for free. And there is, that's where all the opportunity is.

Yeah, that's, that is, that's a perfect example. The other one that was from the same sort of year, maybe the year after, was when infographics were becoming popular and everyone had to go to agencies to actually build their infographics. And we did a bunch of templates that thing like could have been its own business because it just spun that out and it could have been its own multimillion dollar business because the amount of traffic and demand that that drove. But there are great examples of, you know, you were really great at this, like what friction exists within our customers lives and what friction is relevant to our product and how can we deliver that pre them ever becoming a customer. Stock photos. One was a really good example.

Well, the other one was I remember when we used to work in an office back. That's how arcane this all is. I remember walking by the front desk and like hearing the receptionist talk to somebody who's trying to buy HubSpot.

This is the phone.

Oh, I was like, we don't have our phone number on our website. We have our phone number on our website.

This is my favorite, one of my favorite HubSpot stories when Kip comes to me and says, you know what we're gonna do? We're gonna answer the phone.

People are trying to buy our software and they're trying to call us and we don't have our phone number on the website and we don't really have anybody answering the phone for those calls.

That's, that's, that's how inbound we were about.

Right.

Like actually, which is why, why we were so successful because we're the, the opposite end of the spectrum of most B2B companies where we were so inbound that actually one of our big initiatives for like that month was like our.

Good friend Melissa Miller, bless her, she spent like 90 days just like I remember that, getting the phone number, phone infrastructure, dealing with it, and Cisco to like make sure that we had perfect routing for all of those inbound calls that were trying to buy software. Yeah.

The other lesson in that that I land on is that is incorporated in that, and you probably agree, is when we decided to do something, we did it. Like the phone is an example of that. It wasn't just like answer the phone. It was like, okay, how do we do this in the best possible way any company has ever done it?

You want, you want, you want the most recent example of that? Kieran One of our very first guests on the pod was Alex Lieberman, founder of Morning Brew. He's now got a great, like ghostwriting business called Story Arb. He's doing a bunch of cool things he posted on Twitter. I have a proposition for any Bold Fortune 500 CMO. If you buy 50 yard line seats at the NCAA Football National Championship on January 9th for my friends, we will dress in whatever costume you want. Your company mascot, QR codes, etc. Do whatever you want when the camera is on us and document the entire journey. The amount of media value will 100% exceed the cost of the tickets you buy. So I see this, I see it probably like an hour or two after Alex posts it, I DM him. I'm like, hey, I want to do this as like, give me your email. I'm going to introduce you to Sunil who runs brand for us. We're going to do this. I think we had an agreement like three hours later, three to five hours later to do it and we did it.

Awesome.

Sometimes you just have to be like, you know what? We're gonna do that. Like, that is just a different smart thing to do. There's real opportunity. It's super low cost relative to everything else we do. So why wouldn't we do it and be decisive? And part of this is most people overthink things not because of the cost, but because of perception and everything else. And I was like, this is like, this is a drop in the bucket. Like I could just write, write a personal check for this and if I could write a personal check for this, like, we should do it, like, you know what I mean? Like the risk is super low.

Yeah. And there's two things on this. I. So it actually fits into HubSpot's creator strategy. Zapier have an incredible kind of creator influencer strategy where we work with a lot of the bigger, bigger influencers within our market and we do like similar things. And I think this is like part of what we believe is maybe we're going to do that, we'll do that episode somewhat this year. Part of where we believe marketing is going where like Alex as a creator with an incredible audience and kind of fits into that critter led bucket that HubSpot has with a Critter program. I don't know if you remember, but one of my ideas maybe a year ago on the pod was that companies should be able to, you should have a marketplace for brandable backgrounds in Zoom.

Yes.

And because everyone is on Zoom now. And so if You're a company, you can go in and you can say, I will showcase your. Like, if you're a co marketing, you're not a competing tool. But I'll turn my entire company's background to this tool for the day. And you have to pay a fee on that advertising space.

Well, let me. Well, first of all, I got two things. First of all, if you think we should have Alex back on the show to talk about his trip to the ncaa, we should definitely chip what he learned, that whole experience, how he documented it. Drop us a YouTube comment. Considering doing that. Would love to hear from you. Kieran. I gotta tell you about my biggest life business regret. When I was in college, I think I had an amazing idea. I wanted to start a marketplace for this kind of stuff where you could just be like, hey, I want to pay these hundred people to show up on the street to do this thing or to go to the sporting event and nobody's still really done it.

Mmm. It's citizen advertising. So we have citizen journalism.

Yeah, it was basically citizen advertising. Yeah. Well, you put a marketplace and you'd be like, hey, I need these hundred cars wrapped in this city and I'm willing to pay X amount of dollars per car wrapped for the next 30 days. And you just would have, you know, gig workers basically go and sign up to do that. This happens, but it's in a very, like, service bespoke kind of way. There's no like, scalable marketplace for this stuff, unfortunately.

Right.

Free business for everybody out there.

You should go do that business. I actually try to start a business in my placement year in college. It was going really well and I went back to college to finish my degree. I really regret that, given I was that degree pretty worthless to me.

Given that you never became a computer.

Programmer, an incredible developer. What I was doing, it was like, it was a tech business and I was doing the sales part of it, which is probably where I'm better, rather than the development part, which is like where I'm worse. And so that was actually one of my regrets.

Oh, okay. I like this one. Let's go.

Relevance is greater than perfection. This is something you said this year, Kip, and I truly believe in it. Relevance is greater than perfection. Right. You just need to ship things, try things. And really, people don't care if your marketing is perfect. What they actually care about is if it. Is it relevant to them, does it connect with them? And to do that, you need to know your audience. So it's really care much more about what's in the package versus the packaging itself. And I think that's a really important thing is, like, we try to get the aesthetics perfect, we try to get the design perfect, we try to get all these things perfect. But then what's in it sucks. It's always, like, great. I got, like, you get those presents, like, especially over the holidays and Christmas. Like, you get the presents and you're unwrapping it and all. Like, the box is amazing. The stuff that's in it, all the kind of wrapping is amazing. And you get in and it's like, socks.

Socks are the worst Christmas gift. Can we just ban socks as a Christmas gift from, like, henceforth? Like, I just. I just can't do it.

But, like, I think that is part of it, right? Like you. Wade has this really great thing where it's actually a really great lesson he was talking to me about this week, and I've really internalized it where he's like, he's get. He gets teams when we're writing the copy or when we're writing the copy to tell the story on the website or something on the. On the email, whatever it is, sometimes you just write it and then you just go, I've got it done, Right? What he gets people to do is, like, loom it. Because when you verbalize it and actually articulate it and narrate it, like, does that sound interesting? Does that make you want to actually, like, lean in and continue to listen? Or do you just, like, lean out? That's kind of boring, right? That's kind of the same thing is like, the website might look great and you might have got that copy done, but is it actually truly relevant? Does it make you want to, like, lean in if someone narrates that to you? And I thought that was a really great example of this.

I think it's a great example of it. I'm reading. I'm getting close to finishing up the book Clear Thinking by Shay Parish. Really good book. Yeah. And so I tweeted about that yesterday. I think when it comes to relevance, part of relevance is showing up and showing up consistency. And Shane's got this great line in the book. It's probably one of my favorite lines in the book, which is, emotional intensity is far less important in the long run than discipline, consistency. Emotional intensity is far less important in the long run than discipline, consistency. What that means is sometimes emotion is what stops us from being relevant, Right? Because we get worried about what people are going to say. We want to make it perfect. We keep it close to us, we're scared. Discipline, consistency is, oh, I show up and do a podcast twice a week whether I want to or not. I show up and do a daily newsletter once a day whether I want to or not. Those things are how you become relevant because it just forces you in the zeitgeist of the world when you are consistent. Like, Kieran, you talked to me off air about how you're like, man, I'm gonna kill LinkedIn this year. I'm going to be awesome at LinkedIn. And you know what you're gonna do? You're gonna publish on LinkedIn every day. You're not gonna, like, worry about crafting the perfect LinkedIn post. You are going to. To have just a very consistent, disciplined schedule, and that is how you become relevant. Perfection is impossible and is really just a side effect of you being too afraid about what everybody else thinks about you. And being relevant is saying, hey, I actually don't care what anybody else thinks. I want to shape what those other people think. I'm the leader of the situation and I am going to shape what they think.

This is a little. You and I have listened well. You put me onto it. The David Goggins interview, which is really stuck. Stuck with me for a multitude of different reasons, not just this, but it really is like, show up, do the hard thing, and ship things. And I think. But I. But I think that relevance. You have to do the hard thing to be relevant, right? It's not just enough to show up. You actually have to truly understand how you connect with your audience, but you get that through discipline and iteration and, like, showing up each day and learning.

Repetition and getting that feedback.

And I think the person who cares about perfection ships one thing in a month. The person who cares about showing up and relevance ships 30 things that month. Like, who do you think learns the most about their audience within that month? Right? And that's the key here.

When you take action, two things happen and both of them are good. You either accomplish what you were hoping to accomplish and you were successful, or you fail. You get a bunch of learnings and feedback that make you much better. Both of those are good outcomes, Right? Right.

Dude, there's a. There's one thing seared in my brain from the David Goggins. I was laughing, I was walking my dogs, and I have to just, like, tell it. Like, I was walking my dogs and, like, listening to the interview. He. He's also. He's not doing this on purpose. There's no way he thinks about his branding or marketing but he is definitely like, when we talk about being on the opposite end of the spectrum, don't be in the middle. If you took Gary Vee, he's at the other end of the spectrum, right? Yeah, right. He's like, all of that motivational stuff, all of that do your best stuff, get up and do this stuff. That's all. You're nothing but a piece of shit. You have to struggle. And I was listening to the interview and he says, there's this back and forth with him and human, I think about a friend and he goes like, what would you tell that friend? I would say. And he goes, I tell that friend, you're nothing but a piece of shit. You don't want to be great. I don't give a shit about you. Just like, that is like the most, least motivational but the most awesome thing I've ever heard. So it's like, it's not like, oh, get up at the crack of Dorne and have your, like, you know, have your cold bath and have your sauna and have. It's like, no, fuck you, you suck. You're not going to get anywhere.

That's actually. But also like not, not wrong, right? Like, you have to, you have to have that discipline, consistency to be relevant. And that is like that Goggin story is a great example of that.

He's the extreme version of it, but I thought it was a great interview. All right, so this is the first part, right? We're giving you the crash course on how to be a better marketer in 2024. I wish I knew these things when I was actually coming up in marketing. I would have accelerated my career much, much faster. And we're going to go through those five things really quickly. Summarize those problems versus solutions. Remember me training my dog? Standing in front of the dog versus trying to use treats. Understand the problem that you're trying to solve and then your solution is going to be much better. We want to kill squishy goals. You need to have clear articulation of what how you've delivered on something. Remember Kips Cascade and goals? What is the impact of that and how do you and did you deliver upon that? Distribution is everything. Only make something if you can actually distribute it. Right? The story that I told where the company started the E commerce store but really had no distribution inbuilt and it's. It crashed and burned within three months. Distribution is really at the heart of all things marketing. You need to know how you're going to distribute something before you create it 10x the value could give you a ton of great examples. Where are your customers having friction and how can you provide 10x the value in those areas before they ever become a customer? Marketing is a game of delivering on customer value and who delivers upon it best. And the fifth one was relevance is greater than perfection, right? You really want to show up. You want to be consistent in your delivery. You want to be able to connect with your audience and you do not want to overthink things. Do not overcomplicate things. Do not seek perfection because the person who seeks perfection never even gets on the game to play. They never are in the game to even play and win. You have to be in the game to be able to win. So that's our summary. That's number five. We are going to be back with five others and then second part of this podcast.

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