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Share with me what Ignition Point Strategies is, please.

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OK.

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Ignition Point Strategies is a growth consultancy firm

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for enterprise-level SaaS companies.

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OK.

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OK.

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Elaborate.

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OK.

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So, Javonka, I want you to I'm going

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to ask you a little bit of a personal question.

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Absolutely.

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Are you in any sort of a romantic relationship?

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I am, yes.

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OK.

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So here's the question.

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If your significant other completely disregarded you,

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completely ignored your needs, and just went out and demanded

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that you meet all of their expectations

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and all of their needs without meeting any of yours,

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how long would you stay in that relationship?

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I would not be in a relationship.

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Right?

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You wouldn't stay very long.

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Not at all, yes.

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And what we find is that most businesses are actually

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this way.

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Most businesses treat their customers almost not

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with contempt, but disregard, I think, is a better word.

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Where they learn just enough about the customer

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to close the sale.

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And then they don't care about what happens after that.

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Yes.

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And so what we do is we help businesses reduce customer

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churn and improve their sales conversion rates

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by better understanding their customers,

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by understanding what made them say yes to working

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with your business in the first place.

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And what is the value that they need you to deliver to them

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for them to continue to be your customer?

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I love that.

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I'm sure, like the rest of the audience,

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didn't know what was coming, but I like it.

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I like it back.

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Because at the end of the day, I'm in real estate.

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And one of the things we call it is nurturing the person.

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So yeah, you get the house, you get the client,

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you find a home, you close.

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You just don't leave.

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Right?

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So I think that that's sort of where it took me to,

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because you're right.

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Close the sale, and now what?

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But then I guess when it comes down to it,

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relationships evolve.

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So you're helping not only to get the sale and to nurture,

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but now you're also in their lives

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to help the business evolve, correct?

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Yes.

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Well, it's more accurate to say that we help the business help

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themselves to evolve.

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Right?

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Because you have customers, you sell a house.

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As the needs and desires of your customers change,

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or their tastes evolve, are you going to continue

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to show them the same house?

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True.

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Are you going to continue to say that a dishwasher from the 1990s

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is a benefit if it's not 1992?

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You're right.

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But I think that might work, though.

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That might work better than what we have today.

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I'm just saying, but keep going.

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Yes, I understand.

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Yeah, the point is that oftentimes we

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focus on these features and benefits,

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and we don't evolve with our customers.

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Oftentimes, when it comes to innovation in our organizations,

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we're innovating based off of what

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we think the customer wants or needs or will benefit from,

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not what the customer has told us they want or need

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or will benefit from.

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We don't understand the underlying job

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that they're trying to do, the problem they're

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trying to solve, the outcome they're trying to create.

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Because we don't understand that,

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it's throwing spaghetti against the wall

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and waiting to see what sticks.

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And spaghetti is expensive, guys.

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Yes, it is.

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And just don't mess up the walls.

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When you decided to go into this business,

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ignition point strategies, tell me about your vision.

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What was your vision for this?

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Yeah, so I live in my hometown.

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I left for a while and got a master's in business.

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But I remember I was about 17 at the time,

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and this was when the 2008 market crash hit.

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So I remember talking to a guy.

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He lived in my neighborhood, really liked this guy,

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and he was talking about how he was going to have to move.

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And I was really sad, but he was like, yeah, there's

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just no work here.

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And so ever since then, it's been my vision

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to sort of change the economy of my hometown

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so that it can be far more sustainable

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and that there's a lot more opportunity.

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And so when I started ignition point strategies,

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my vision for this is right downtown,

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there's a bank that was converted from a post office.

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And my grandpa's first job after he got married

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was as a substitute mail carrier at that post office.

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So my dream, my vision is I want to build this consultancy up

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to be large enough that I can buy that bank

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and turn it into what I call the ignition point launch pad.

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And I want to give local business owners basically

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office hours where they can come in and talk with us

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for free and get insight into what they need

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to do to fix their business.

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Wow, I love that.

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I love that.

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And that finds them a brick and mortar

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to be able to also receive the help that you'll

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be able to provide and be there and work the business

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at the same time.

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I like that.

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That works.

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And so how long have you done this business?

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I've been consulting for about five years now.

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Five years now.

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OK.

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And how has it changed in the last five years?

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Consulting in the last five years,

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I mean consulting is a very dynamic industry

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just because I am never tackling the same problems twice

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and I have to keep on top of the trends

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to understand what are my customers and clients going

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to ask me about next and can I provide meaningful advice

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about that.

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So there's always changes in that regard.

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Technology changes, things like that.

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I use GPT a lot more than I did when I started.

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But a couple of things that haven't changed

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are our fundamental approach to how we do business.

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And it all starts with understanding

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who your customer is.

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We don't have a typical perspective on customers.

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We don't believe you have a customer.

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We believe you have a customer ecosystem.

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And as business models get more complex, this really plays out.

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But you have payers who write the check,

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deciders who choose to hire you, and users who use your stuff.

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So let's take real estate as an example here.

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Because you're in real estate.

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So what type of real estate do you do?

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Do you do commercial, residential?

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Residential.

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OK.

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So when you are selling homes or representing your clients,

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I would imagine that you find that there

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is one partner in the relationship who

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is more of the decision maker.

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Yes.

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Yes.

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And I'm going to go ahead and guess

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that if trends are what they are,

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it's probably a woman who ends up having more say on the house.

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And so to me, you have this ecosystem.

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Now that woman isn't going to be the person who pays you, right?

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Right.

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You get paid off of a commission that oftentimes comes out

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of the seller's pocket?

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Sometimes.

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OK.

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All right.

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Things change, but yes, sometimes.

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OK.

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OK.

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And then the users, it's going to be that couple.

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It's going to be the seller, right?

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Maybe the seller has a real estate agent

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that they're representing as well.

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But basically, you have an ecosystem here.

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Now a lot of times when we market,

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we don't focus on the right person.

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Oftentimes, our marketing is targeted towards users,

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but users can't say yes.

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Our marketing needs to focus on the decider.

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So for you, I would say focus all of your marketing content

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on those moms, on those women who are the ones who

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are choosing to hire you.

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Because in one moment, I'm so sorry.

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So sorry.

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I'm going to pause it, OK?

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So my recommendation is that you go and market

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to those women, those moms who are going to be the ones who

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are calling the shot.

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They're the one who actually decides whether or not

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they're going to hire you.

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The husband is just kind of along for the ride, right?

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And so when I talked about earlier,

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businesses not paying attention and not knowing,

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just like that relationship example,

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this is what I'm talking about.

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Because businesses oftentimes don't

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know this customer ecosystem.

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And it's costing them a fortune because their sales and marketing

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teams are out there talking to the wrong person.

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But when you get the right person in the right seat,

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meaning you're talking to the decider,

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you're able to close a lot more deals.

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And when you understand who the user is,

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you're able to create a customer experience that's

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going to really resonate with that user

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in a very satisfactory way that keeps them around and generates

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more referrals.

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Makes sense.

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So you said it's the payers, the deciders, and the users.

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And this is the customer ecosystem

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that you created, correct?

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OK.

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What inspired you to do this framework for the customer

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ecosystem?

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Couple of things.

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One is I was working with a business,

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and they thought they knew who their customer was.

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And they were spending millions of dollars.

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But growth had just kind of plateaued.

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And we came in, and we helped them figure out

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that you don't know who your customer is,

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that you're actually marketing to the wrong person.

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And once we got those right people in the right seat,

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they grew by 40% year over year for three years.

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Oh, wow.

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Yeah, and they increased their per customer revenues by 30%.

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Wow.

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OK.

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That was part one.

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Part two is kind of a silly story.

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I'm at my office one day, and my wife says,

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hey, I need you to go and pick up a can of Manwich.

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And I knew it had to be Manwich because I'd

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made the mistake of getting the generic brand before,

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and there was hell to pay.

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So I go to the grocery store, and I kid you not, Jovanka,

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did I say it right?

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Yes, you did.

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I love it.

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All right.

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So I kid you not, Jovanka, I went to the grocery store,

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and it took me 40 minutes to find this dang can of Manwich.

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I was looking everywhere.

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So I finally find the can, and I'm just like, what am I doing?

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I'm not the customer here.

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I'm not Manwich's customer.

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My wife is their customer, right?

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I was just a wallet on legs.

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That's it.

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And so that's really those two things combined in my mind.

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And all of a sudden, I was like, well, you

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don't have a customer.

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You have payers, wallet on legs, deciders, my wife,

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who says it's got to be Manwich, and users,

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my wife, who is using the Manwich to make our dinner.

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So oftentimes, like I said, because we don't break this

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out, we're out there looking for something or someone

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who does not exist.

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And it costs our marketing a fortune in efficiency.

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And that means that we're not generating the level of returns

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that we could.

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It means that our sales are a lot more difficult

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because we're not talking to someone who can say yes.

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The sales cycle is a lot longer because we're

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having to sort through all of these people

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to get to someone who can actually say yes, right?

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And what I have found, and as I've

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talked with other consultants, they've found the same thing.

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When you get, like I say, the right person

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in the right seat, things just fall into place.

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I know a guy who took a company from,

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I think it was like half a million to eight figures

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within, I think it was two years, which is absolutely

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bonkers and saying growth.

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But he did it by targeting the decider.

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Got it.

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Thank you, right to that decider and saying, OK,

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this is exactly who our sales team

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needs to talk to every single time.

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Yes.

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And so when you get a client and they're wanting your services

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and they're wanting to have this discussion,

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what's the process that you get to a point

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where how you find out who the deciders are for that person,

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for that company?

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So whenever we work with a client,

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we have the same process that we walk through.

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I jokingly say, first you dance with someone, then you date them,

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then you marry them.

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So I kind of feel like the sales process is like, let's dance,

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let's get to know each other a little bit.

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But we do what we call our spark offer, which is where we come in

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and we're just investigating your business.

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We're trying to get a grip on where you are, what you're doing,

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what your core values are, what your unique value proposition is.

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And then we start building things out.

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We'll build a basic customer ecosystem

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based off of what they tell us.

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And that's a two to three week sort of exploratory phase.

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After that is where the real heavy lifting comes.

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Because in that two weeks, I really

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come to know what are your problems?

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What do you really need to solve?

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And are we even the right people to do it for you?

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So once we know that, then we start getting into it.

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We're actually a very data driven organization.

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And most people don't know this, but there are two types of data.

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There's quantitative data, which is the crunchy number stuff.

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It's anything that you can measure.

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And then there's qualitative data, which is everything else.

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It's kind of squishy.

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It's thoughts, opinions, things like that.

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Now quantitative data is what most people think of when

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they say we're data driven.

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But qualitative data is actually far more important.

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Because qualitative data gives quantitative data context.

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OK.

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So what we do is we come in and we use quantitative data

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to figure out who your most profitable customers are.

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Because we want to know who your ICP is.

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And that's it.

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The people that you can consistently profitably serve.

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I can drop one in and you know that you're

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going to make a profit on this person

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because it's just a piece of cake, right?

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So we use the quantitative data to figure that out.

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And then we start getting into the squishy qualitative stuff.

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My partner is a product manager with 15 years of experience

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working with major companies to develop product in the SaaS

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space.

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And what she's very good at is understanding

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those squishy stuff.

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And so we go out and we actually talk

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to those most profitable customers.

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And other people like it.

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Because we want to know actually from the horse's mouth,

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why did they buy from you?

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What is the value that you're delivering to them?

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And then we take all of that data that we get

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and we turn it into actionable recommendations

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for your sales team, your marketing team, your product

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team, growth strategies that your company can implement.

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What you need to be aware of so your company can

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be seeing around the corner and focusing on the next big thing

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before people know it's the next big thing.

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Yeah.

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And you know it makes all the sense in the world.

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Because without the data and everything,

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we do think of quantity over quality.

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That's the way most think.

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But it really is the quality, as you mentioned, over quantity.

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And not just in what you do.

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But I think that I've heard it several times about life

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in general.

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And you have so much passion behind this.

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Like, I love how you could just talk about it.

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And it comes with ease.

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What are the greatest joys of what you do?

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I love puzzles.

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So the biggest joy for me is the excitement

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that I get when I look at this problem

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and I just am able to, using my analytical and intuitive

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superpower alien brain here, find the solution.

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It is so much fun.

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And it brings me so much joy.

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And then to see it implemented and be

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successful for my clients, that's also amazing.

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Getting a 63% beating growth projections by 63% is awesome.

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Helping companies improve profitability by 12 and 1.5%

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is pretty dang good.

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Those are the things that bring me joy.

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Because I understand the trickle down effects.

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That money isn't just ending up in some random person's

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pocket.

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Oftentimes, that money is used to pay people more,

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to bring in more customers, to solve

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people's problems, to make lives better.

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I love it.

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And I could tell.

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I definitely could tell that as you spit out the numbers

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and you talk about the clients that you're helping

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and your vision too.

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It definitely shows in all of that.

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Before we go, what's one actionable step

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startups can take to better target their decisions?

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OK.

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So you've got to know who they are.

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This is, I'm honestly, I'm going to tell you

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the secret sauce here.

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OK.

399
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Don't tell anybody.

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That's easy.

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00:20:18,840 --> 00:20:22,960
So I'm comfortable telling you this.

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00:20:22,960 --> 00:20:25,480
Because I think that, to be quite honest,

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90% of your listeners aren't going to do it.

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They're just not.

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They can come and hire me and I can help them do it.

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But the truth is there is something called activities

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based costing.

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And what activities based costing does

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is it helps you reallocate your costs

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to match with how much your customers actually used that.

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So it gives you a clearer picture of how much

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your customers used that.

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It gives you a clearer picture of who your most

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profitable customers are.

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So the first step that I would say

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anyone should do to better target their deciders

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is go do that activities based costing analysis

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on every single one of your customers.

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And I mean, you can ask ChatGPT for help.

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00:21:22,120 --> 00:21:24,600
ChatGPT understands activities based costing.

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So you're safe.

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00:21:26,360 --> 00:21:28,400
The second step is you'll actually

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get a ranked list of who your most profitable customers are.

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And then you apply that customer ecosystem framework to that.

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So you're saying, OK, I know who these people are, right?

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But in this context, who is the payer, decider, and user

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00:21:49,440 --> 00:21:52,960
for this transaction?

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About 20% of your customers generate about 80%

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of your profits.

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And those are the people that you want to focus on.

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00:22:01,400 --> 00:22:05,240
Those are the people you want to know who the deciders are.

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Once you understand that, then you

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can start focusing your sales and marketing spend on them.

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Then you can start focusing your time and networking

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00:22:14,200 --> 00:22:16,520
and attention on them.

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And talking to them, understanding, hey,

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do you have a problem?

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00:22:21,240 --> 00:22:22,520
How can I help you solve this?

439
00:22:22,520 --> 00:22:24,360
This is what we do.

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00:22:24,360 --> 00:22:30,400
And making things far more effective at generating

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00:22:30,400 --> 00:22:32,520
a return on your marketing.

442
00:22:32,520 --> 00:22:33,920
Thank you for being here today.

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00:22:33,920 --> 00:22:36,400
I'm really happy that you tuned in to Vision Pros Live.

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00:22:36,400 --> 00:22:39,040
I'm looking forward to seeing your reactions

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00:22:39,040 --> 00:22:41,280
as these episodes continue to move forward.

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00:22:41,280 --> 00:22:43,000
This is going to get more and more fun.

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00:22:43,000 --> 00:22:44,920
We'll have more and more engagement as well.

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00:22:44,920 --> 00:22:46,960
We'll invite people to participate in the show.

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00:22:46,960 --> 00:22:49,320
And thank you for giving us your time and attention.

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00:22:49,320 --> 00:22:52,040
Have an excellent time building out your vision

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00:22:52,040 --> 00:22:54,720
and becoming a Vision Pro yourself.

