Marketing Masterclass: The Art and Science Of Getting People To Care

1. Marketing Masterclass Introduction: Marketing has changed a lot over the last 50 years. And yet marketing departments all over the United States and the world continue to operate as if we only serve a promotional function that we have been after product and we are handed information and told, go tell people about it. That no longer works. And I am going to tell you, what does Hi, I'm Margo Erin and I'm going to be your instructor in this skill share course, marketing masterclass, The Art and Science of getting people to care. In this class, we are going to talk about how we got to here. We're going to look at how marketing has changed, how the product and media landscape over time has marketing into something completely different. Why that's awesome and why it's an excellent opportunity for you. We're gonna talk about the marketing system. We're going to talk about why most people only know one part of the system and only control limited pieces of it and why you need to know how the whole thing works in order to promote your services and get more people to buy your products and workable to like them. We are going to talk about understanding people were gonna go deep on customer psychology, why people buy and what happens when they are buying something? What do we pay attention to? What do we notice, and why does it matter? And next, we're going to talk about how you get people to care. We're gonna talk about why it matters that people care or we're going to talk about what it means to care. And we're gonna talk about how you infuse that into your marketing messaging. We are going to focus on so much in this masterclass. But the goal of getting your products, your services. Noticed. If you have products and service, you want to get out into the world in a way that is exciting, in a way that feels on brand, in a way that's effective and will grow your company. Come check out my masterclass. 2. Your Project: Your project. Okay, so I designed this project a little bit differently than most projects in that I want you to do it with your team. You can fill it out on your own. I think it's a really nice audit of what's going on in the marketing department. But the goal is to give you some very obvious questions that you know the answer to, but to actually look at them and say, okay, given what we learned in this class, how are we implementing what we already know? Because what we found is that there's a giant gap between what we know about marketing and how we implement it. And I want to help you bridge that gap. So this is a worksheet that has questions for you to ask yourself and your team, how your marketing department works, who you're targeting, what levers are pulling to reach them, and also what your marketing department looks like. Is it communicating with other departments? Do you have a lot of office politics? Are they getting in the way of actually doing marketing? Does your department even do marketing? What do you know about your customer? How often do you actually interface with them? Were you just handed information that you accept blindly? And is that okay? So these are questions designed to get you thinking about how your marketing team operates and how they can start operating more effectively, more efficiently and in a way that yields greater sales results and getting people to care. Ultimately, that's our goal rate. We want to reach the person on the other side of our marketing exchange and get them to pay attention and buy our products and services. And that involves our departments working smoothly. So these are things I want you to think about. I want you guys to debate them with each other. I want you to have good, healthy arguments about what you think should be the answer and then what actually is the intra. And they don't want you to write what you think I would like or what you think your boss would like. I want you to tell the truth, tell the truth about what's working. Tell the truth about what isn't, because that's the only way we can get to better, more effective marketing that yields the results that we're looking for. And then best part, don't forget to post it posted here on skilled share. Let's talk about it. Let's get feedback from other students. Ask questions, challenge each other. I'll chime in as much as I can. But mainly I want you all talking to each other about how to make these departments better, stronger, more efficient, less political, and ultimately reaching our goals of getting people to care. 3. What People Misunderstand About Marketing: What people misunderstand about marketing? Well, you work in marketing. You have first-hand experience with this frustration, which is someone asks what you do, say you're in marketing and they think you're annoying. They think you're obsessed with being allowed and in people's faces and pushing products on people. Very similar to the misconceptions we have around what sales people do. So what do people actually misunderstand about marketing and why does this matter to how you run your specific team? Well, has to do with the history of how we got to hear and agency marketing in the early days, what marketing was when it first came on the market and what its function was at the time. And what's changed sense. So that when it was the Mad Men days and a lot of the agencies that we know today were getting started. They only have four channels with which to reach consumers. You had print, you had radio, you had television, which was super new. And you had what's called out of home OR OH, and that things like billboards or taxi top earners or inside of a cell weigh things like public places where you could encounter an AD. So there were only and what you can do inside of those channels was really limited. And while strategy was still required, was enough, a lot of times to simply let people know that your product or service existing. Because back in the day, a lot of these categories didn't exist. Rice cereal was new, Quaker Oats was new, Dove was new. So the competition within categories was a lot less. So the landscape matters because it affects what marketing's role was. There weren't as many retail shops, there weren't as many places to get things. There wasn't as much marketing communication happening and there are only four places in which it was happening. And so marketing played what's called a top of the funnel function. So you, as a company or as a producer of products, came to a marketing company or came to your marketing department and said, I need you to tell people about this. And so marketing became an awareness generator. We became what people thought was promotion. One silo created the product. Once I created the promotion, we exist marketing exists in the promotion steels, which was considered different and separate from product creation. Now, a lot of companies still function this way where the marketing department doesn't talk to, the sales department doesn't talk to you. Product department doesn't talk to customer service, doesn't talk to C-suite rate. It's its own little bubble and it waits for what I call the handoff. So the marketing department sort of sits and waits until you come and say, we finished this product. Now I need you to tell people about it. It's still expected to have that top of the funnel function. But the thing is, we do so much more than that now and the landscape is totally different, which you know, I'm not telling you anything you don't know. But banks are marketing departments still function as if it was 506070 years ago. So let's sit here for a second because, you know that social media is that thing, you know, there's digital marketing, there's mobile marketing, you know, there's Know that there are tons and tons of assets and videos and signage that's bombarding your customer at every point in the customer journey. And yet, we still act like awareness or simply letting people know that this thing exists is enough or having a small modicum of strategy. So what I want you to think about and realized is that marketing is no longer about awareness. Awareness is part of it, but it has a much bigger function and it touches all of these other fields, all these other disciplines, all the other departments affect what's happening in marketing. And so marketing is not just Uranus. It's about psychology. It's about understanding your customer, understanding their journey. What does it take to get them to restore when they're atmosphere? What are they thinking about? Is it enough to simply show them an ad? What part of their, of the branding, of the information that they need in their mind before they ever get to that purchase decision. How are you influencing all of that information? How much of this is simply price? How much of this is positioning? How much of this is the fact that your products sucks or is really awesome, and people are talking about it. There are so many levers that you can pull. But the main thing to realize is that marketing has evolved from being simply awareness and promotion to being a full psychological discipline, understanding people. Now, one last thought I want to leave you with that came from Ryan dice actually at traffic and conversion summit a few years ago. He said that it's no longer enough to have a marketing department. And what we should think about is having a growth Department where all of these different siloed historically department stick together because we are on the same team. And if we're not sharing information and if we're not functioning together, we're still going to be propagating that idea of a handoff, right? That idea that like the marketing department just sits and waits for instructions and then we just produce beautiful collateral. Now, if your team, which we'll talk about in an upcoming video, is designed to only produce creative collateral, but not actually be responsible for results. That's a different thing. Now, I don't think that that's the case with your team. You probably want increased sales and probably want to influence the brand. You want to touch the customer along their journey. And so we have to start thinking about understanding people, expanding our definition of marketing, expanding what marketing is capable of, and pushing the limits and restructuring our marketing departments to reflect the current state of the customer journey, to reflect the current landscape of how people make decisions, what they're thinking about, what drives them to buy something, why they buy something, and why they don't. So what people misunderstand about marketing is that it's no longer a matter of awareness and top of the funnel, functionality and promotion. It's about psychology. It's about understanding your customer. It's about getting as clear as possible and who they are, what they need, what they want, and figuring out as much as possible how to meet them along their journey to satisfy those needs and wants. And see you in the next video. 4. What is Marketing For?: So what is marketing for? It's the question that we assume we know the answer to, but it never actually explicitly discussed with our team or even ourselves. So we discussed in the last video that marketing sort of started as a handoff, that we were handed something after the product team was done with their widget and then you give it to the marketing department. And it's our job to tell people about it that we sort of had a top of the funnel function. So that is no longer true. Marketing is the art and science of getting people to care. And the way that we do that is by speaking to our prospects and customers in a way that they can hear you in a time and place when they're listening with a message that resonates and get them to take an action. So I'd like a big heavy definition. Part of what I want us to understand before I introduce the marketing pie, which we'll talk about in the next video, is that marketing is sort of the big blanket where all these other things live, like advertising and PR and branding. And he's bigger bucket scenes that we simply have clarification on the distinction between butt most of the time we don't. So one of the things I want you and your team to do is discuss what the role of your marketing team is four, and what is marketing for within your organization? Now, to get you clear, I'm gonna go ahead and define a few of the big blanket terms where we have a lot of conflict on definition and it doesn't need to be so ambiguous. So within marketing, we have branding, which is the set of perceptions people hold in their mind about your product, your service, or your organization. So that is influenced by the collateral that you give people and do your marketing efforts and the other half outside of your control. So it is their interaction with the media. It is whether they actually liked your product or service. And there's so many factors outside of your marketing department that affect how people perceive your brand. But the main thing to know is that branding influences the perception. This is why people get really angry when they like printing. It's not just a logo. Even though a lot of branding agency specialized and logo and font treatments and a lot of what we call the visual assets that build up a brand. And then there's advertising, which is paying for access to your target market. So if you're taking out ads, if you're buying ads space, you're paying for access. Not necessarily someone's attention, which is what you want, but you're paying for access, which is where your marketing and messaging comes in, because that's how you want to gain someone's attention. First, you have to have access to the market which you get through. Sometimes you get that organically, which is where you get organic marketing. That's ads and it'll pay for. So there's advertising. And then you have PR, which is the story you tell the media or exposure to an audience through unpaid media, that's PR. And usually those departments exist independently of marketing. Sometimes they're inside of the marketing department. And then of course you have sales. Which is I call it matchmaking. You match the problem someone thinks they have with the solution that you're selling. And you can learn more about selling and fails in my honest selling secrets course on right here, unskilled here. Alright, so at its core, marketing combines all of these things. And it is the art and science of getting people to care. So the question of what is it for really leads to who are you trying to get to care? And this is where it gets dicey because I want to give you the academically appropriate answer here. But what I want you to look at as taken honest inventory of your organization and other team and be ruthless about what your role is within the organization. Because I had been a part of many marketing teams whose job was really to work it. And that's good or bad. There's no value judgment here, but it's more about you getting clear on what it's for. So I'll give you an example. I worked with non-profits and some of the bigger ones have huge marketing departments with wonderful budgets and a team of plenty of people to get the asset they need created and produced. Now their role, when you say what is marketing for, they would tell you it is to get the word out. But that's not actually how marketing function within this specific organization. How it functioned was they were the people who supported the development team and did what the board wanted. That's not a bad thing, but not good or bad. There's no value judgment. It's not a negative thing. If you go in eyes open and say, this is my role. My role is to please the Lord. My role is to support the development team and the words are confusing. So in the non-profit world, the development team needs fundraising, so its effectively the sales team. So an ciliary function in the organization. So what is marketing? Marketing is or pleasing the internal teams and then finding some way to work together to make sure your boss doesn't get back to you. That had to be true and the same is true for us when we think of it in the corporate side, is marketing for our clients. Is marketing for the customers. Is marketing to influence someone's perception of the thing that you are selling, the product service, organization or ideas would ease your marketing team for what is your role. And some of this is what are you being judged by. And then some of this is simply, what do you want the marketing role to be? Do you want it to have an advertising and sales function where it's really quantifiable. Do you want it to have a branding function where you work to influence the perception of what people have of your organization and their mind. Do you want it to have more of a pure function? Do you want it to build morale inside of the company? Maybe it has an internal team function. There are so many different ways in which marketing who work inside of your organization. But it starts by being honest and clear about what it's for in your specific company, in your specific organization, and in the specific products even that you're working on. So what is your marketing for? 5. Understanding the Marketing System: Understanding the marketing system. So in the last video, we talked about what marketing is four. And part of the reason we talked about that is that there's something I like to call the marketing pie. And knowing what your marketing is four, informs the marketing pie, which is all of the tactics and strategies that you choose to deploy. I like to think of them as levers that you get to pull. But there are so many right now and is very difficult to know what kind of marketing you're doing and what the appropriate approach is for your team and the specific goals that it has. So I've gone ahead and made an illustration of all of these different things. And the idea was actually inspired by a conversation I had with a brilliant designer who was a creative director, and he's talking to his wife. And she actually said what key has had collateral that was up on Times Square. And he's renown as this big marketing experts because, but he wasn't really do marketing. And what do you mean? And she says, well, he's just one piece of the pie. He doesn't know about all this other stuff. And she was sharing this because she's a business owner who does all the other stuff. So when we talk about marketing in a corporate context where normally talking about campaigns and the definition of a campaign varies from organization to organization. Whether you're talking about an agency or whether you're talking about a piece of software. I know SAS companies use the word campaign to refer to a series of emails. An email service provider or a CRM. They felt called a campaign, a series of atoms. A campaign in the agency world is usually when you have a lot of mixed media. And it all works together to form a general theme or big idea that you are promoting for a specific amount of time. So maybe six weeks media, it's three months, whatever the length of the campaign is. And then you produce code right lateral around that main idea. So you see it in print, you see it on television. You see it in many different places. So there's not much consensus around what a campaign is. But the point is, there are a lot of different ways to slice your marketing pie and a lot of different things, a marketing tactic you can do. And a lot of times when you ask them on what they do, they say marketing when they really mean, I do SEO, or I do PPC, or I do Facebook ads, or I do social media marketing. They use a lot of aphorisms, but don't really communicate that much. For example, mobile marketing, does that mean unique apps? Does that mean you're in advertising because you're taking out digital ads and putting them into apps, or maybe you're placing them in places that are media outlets. So you're actually doing digital marketing. Maybe you're doing push notifications, you're doing texting. It's very unclear what these words are and what they're referring to. Usually be referred to bucket of things that all work together to create what I call your pi. So I like to separate out the tactics from the strategies, but they all make up the things that are within our jurisdiction. That's the main thing I want to take away from the PI, which is like these are the things the marketing team controls. We control the messaging, we controlled the design, we control the timing, we control different ad channels. We probably have some influence on PR if their insight of our department, maybe we control pricing with the four keys back in the day. So the pie is all the different tactical things that make up your marketing team and the tools that you have to reach your marketing goals, plans for. So. Now the marketing pie lives within what I call the marketing system. And the marketing system has two parts. Part one is the pie, that the part we control. The part where we worked diligently to tapped into sediment and do an advanced analytics and to do all sorts of fun auto responder mass stuff depending on what type of marketing do and to play around with interactive ads. And this is the domain that we own, the marketing pie, part two, or the things that influence marketing that don't live within our jurisdiction. We have no control over. One of my favorite examples is a company I worked with that was trying to stand for belonging. I was hired to come in and do rebranding. And they had a really strong legacy of this in some really, really cool programs and courses and lots of really cool things where we could engender this sense of belonging and the deaf person when you walked in because it was a brick-and-mortar. Pleased. When there's nothing I can do. We tried trainings and a we must have advocated so hard to figure out how we could meet the customer's experience actually reflect the marketing messaging. And so that's what I mean by the things that you don't necessarily control. And by the way, there would have been no way that we could've known. And yet this had we not actually walked in the store several times and paid attention to those little things. Or in this case, it was an organization. But the point is there are things that live outside of your control, whether it's in the product department, whether it's in the legal department, whether it's in the sales department, whether it is simply the person on the floor, if you're running brick-and-mortar, who is the one interfacing with your customers? They're influencing your marketing and you have no control over them. So what I like to recommend and what I want you to do is talk with your team about Parts 12 of the marketing system and look, really examined. Here are the things we controlled. Here's what we know about those things. Here's who's in charge things, and then here's the things we don't. And part of what you want to do in order to have really effective marketing is am hull to dialogue with those people. So you have some semblance of control of what's happening over in your department or C. And altogether, I mean, actually, we're all on the same team, right? We all want the companies to grow. We all want our customers and prospects to be in love with our products and services and for them to make their lives better. We all are technically on the same team. So if we are able to find a way to D silo ourselves and be able to communicate cross departmentally. You can start making the marketing system work like a well oiled machine. So as you think about this before you get to your project, I want you to start thinking about what parts of the marketing system you control, how you define what each of those tactics are and each of those strategies, and then what parts touch your marketing collateral, but you have no control over them. And what can you do about it? See you in the next video. 6. How to Stand Out In a Crowded Market: So how do you stand out in a crowded market? We've talked so far about the marketing system, part one, which you control, part two, which is out of your jurisdiction. We've talked about the marketing pie and the different tactics within it that you can control and levers you can pull. And then we've talked about it, what has changed historically about the marketing landscape and the product landscape, the decision architecture within which your customer and making their buying decisions. Now, that architecture has become super crowded, right? We know that shelf space is really, really limited. And we also know that it's infinite because the internet exists. And so there's more and more and more and more competition at every single stage of the customer journey. Now, historically, when we try to stand out, what we do, can we get louder? We didn't we're pushy, we get more in your face. We increase the frequency and intensity with which we message and put placements out. I want to argue that that is not actually an effective routes to stand out, at least not in the way that you want to stand out. Let's start with what does it mean to stand out in the past? We have held tight to that axiom that came from Kiara that says all press is good press. I want to argue that that is not the case in marketing anymore. That you don't just want attention, you want the right kind of attention, the attention from your target market, from buyers. Because if you have their attention, presumably, they will continue to buy your product and be loyal customers for life. So how did you stand out? Well, it's not about being louder. It's about shining into the conversation already happening in their mind. So if you put yourself in your customers shoes, part of what you notice is how they go through the day, what they're thinking about, what's on their mind. What is that internal narration going on 24-7 and where are the points that you are intersecting? So we've talked about this in some videos, but the thing about standing out is it's actually about blending its paradox. So when you want your customer to notice you, you need to blend in to the conversation they're already having with themselves. So let's say you're someone who loves gaming, loved gaming. And you like the culture of being a nerd or someone who was really interested in fantasy play and things like that. And you've been sitting on the couch a little bit more than you like. So you have a few extra pounds on you. You wanna lose weight. You get into the fitness world. All you see is bros. It's like bro heavy. It's about getting full and you Qj or it's in the female sentence, it's getting lead and ready for swimsuit season. So what do you do if you are a gamer? You go to nerd fitness. This is an awesome company. I'd love you guys to check it out. Let's take a look at their homepage. Look at the message in here, look at the way that they position themselves in the market, but also check out the fonts they use and the words they use. This is not about standing out. They're not trying to compete with Roman fitness systems. They're not trying to compete with P9 dx. They're not trying to compete with Tim Ferriss, right? They are simply trying to be the place that nerds, mutants, and misfits can hangout. That is how you stand out in a crowded market. It's not by being letter, it's by blending in. So let's say our hypothetical game or comes across this messaging and add that looks like this, That sounds like this, that reflect the way he feels about himself and reflect the language that he uses and the narrative going on in his mind. It stands out because it blends in, it's damp out because it's already how he's thinking. It's already how he presents himself to the world. It's already what he wants to associate with. So the resulting reaction from the market is omega upon q. I would love that. Write the reaction, you're going for it. You don't want to go for, Oh, that's cool, that's interesting. You're being really, really annoying. Like tone it down. Alright, alright, we got it, which is historically what we've been going after. So how do you stand out? Stand out by blending it. I want to remind us my favorite, favorite Ogilvy quotes, which is, customer is not a moron. She's your wife. So one of the ways in which you can get really good at standing out is by understanding who that person is. On the other end of this marketing exchange, we've talked about how the thing people misunderstand about marketing and they think it's about awareness when it's really about psychology. This is what we're talking about. We're talking about your positioning, we're talking about your messaging. We're talking about the way in which you bring yourself into the world. That it's not simply about pushing a message someone doesn't want to hear onto them. It's not about trying to be the loudest. It's about blending in to who they already are, what they care about, what's interesting to them. Because when you show up and that then people pay attention and not just any people, the right people. So I want to give us one more example of a company that does this so beautifully. It's called Dr. squash. A lot of you might have seen our Hillary Margo yell at websites episode about this. We did a breakdown of the company and actually they've responded, it was really cool, but here's what they did. They went into a super crowded category, soap and decided to target. Men met. And if you go to their website, you will see their messaging. This is on their ads as well. Feel like a man, smell like a champion, right? So this isn't about being ladder, it's funny and it's reflective of the language their market is already using. So they go a little bro, ie, they go a little hipster legal, a little younger, but they I think up until 55-year around their range. So it's more about the mindset of the type of man who wants this kind of soap. Who wants to be the kind of guy who smells like a champion or who gets the joke, who wants to be this kind of guy? So a lot of this is matchmaking. It's matchmaking between who your customer is, what they think they want, and what you sell. That's how you stand out. Its paradox. You stand out like blending in to the conversation your customers having in their mind about the problem that your product solves. Whether that is their self-concept, whether that is, I'm hungry and it's two PN, It doesn't have to be an important problem. It's simply needs to be what is on their mind and how your product, service, or company fits into that narrative. It's a paradox. Alright, so how do you stand out in a crowded market that lending and I'll see you in the next video. 7. The Importance of Meaningful Specifics: The importance of meaningful specifics. So back when I was in the agency world, we received a brief from a Fortune 100 company and I kid you not. The target market said women 18 to 65. It literally everyone wanted to get everyone. I thought it was a joke. And when we pushed back, they were like No, everyone should use our products. And as much as that was misguided, it's very honest rate we all sort of feel that way about our products and services. We all see their potential. We see the different use cases people can use them in. We can see the different ways that they can be applied. And we want, our desire is for them to be in everyone's hands. And so this idea that our marketing should be for everyone, really, really interferes with the effectiveness of our message. So I want to explain to you why meaningful specifics are so important when it comes to sale and why you can still desire for everyone to have your products. But that the most effective way to do that is to not target everyone. Told you there were paradoxes. So Here's the importance of meaningful specifics. And I think it's best understood actually from a judge epitaph quote. He was interviewed by Bernie Brown on comedy. And they were talking about why certain movies are so funny, universally funny, when none of us had anything in common with the protagonist and the context is nothing we can relate to. And he goes, well. And I quote, the more specific you get, the more universal you get. And it turns out that he is not just right, that is backed by science. So one of the things that we know for sure is that when you use specifics, when you explain in detail, gruesome detail, the context of a situation or the type of person who might be interested in that and what they're going through. We start all be able to relate. It doesn't quite make sense or I want to use the metaphor of thinking about fiction. You I presume, are not an alien from another country. You have never been on a spaceship. You probably had at least one parent. If not two. You have sibling. Maybe you were not abandoned into a junk yard when you were a kid. And yet, we really relate to the protagonist and broad one, right? You can feel, you can connect so deeply to her feelings of abandonment, to her anger, to her desire to prove herself, right? There are all these very human emotions that we can connect to that or the undercurrent of where we relate. So here's where the paradox lies. The more specific you are about the details, the more realistic something becomes, and the more you're able to get to the underlying emotional truth. And that emotional truth is what drives the buying behavior because it drives connection. That's what makes really a movie. That's what makes you feel something when you hear a song. That's what makes you relate to your friend who's going through a breakup when you haven't gone through one like that and you start to remember your own so specifics or how we're able to connect. Now, I want to give you an example of what this looks like in a marketing context. So we're going to use a hypothetical, bolds reversal shampoo. Ok, so let's say I've invented a shampoo and it grows hair. And I decide that everyone who's bald is going to want the shampoo naturally because it grows their hair back. Here's the problem with that. Number one, it assumes people who are bald want hair. A bold assumption. I think first we have to be really, really clear that this is for bald people who view baldness as a problem, or it's for Baldia and people who don't want to continue to go balls, guys can't be different. So we have to start with getting that level of specificity about how we perceive the problem that our product selves and also with who we're talking to. So I want you to take a look at a couple of lines. Now, this first line, what most people do in their marketing and in their collateral, would say something like this. What more hair? Try out, dollar overseeing shampoo. Good. It gets clear on what the benefit is and it tells you what problem it solves. Want more hair. Anyone who had that problem is going to want it. But this is a little bit stronger. What did you stop worrying about going vault or proprietary fault fighting formula reverses the effects of boldness in less than six months. Try it here. Alright, we're getting a little bit better. We're getting more specific about the type of problem someone has and the role that problem, please, in their life were also getting more specific about what our product does and how it solves it. But here's an even better one. Get her to notice you. Not your hairline with our proprietary balls hiding shampoo that reverses the effects of boldness in less than six months. Alright? The reason that one works so much better if you are really into it, right? It connects you to the emotion underneath. Get her to notice you, not your hairline. Anyone who has ever felt a motor commitment security is going to be able to relate to that. So I'm not even bone, I want the shampoo and it's a hypothetical. But my point is, the more specific and clear you can get, the more people you can actually attract with your ads because they can connect to the emotional undercurrent of the messaging. Whether that's through images, whether that's through words, whether that's through fonts, whatever it is, there's many ways in which we communicate in our marketing pieces, but they need to be specific. More specific. The more universal, the more specific, the more universal. The reverse of this, which I'm sure you've heard, is when you market to everyone, you market to know what. This is. Why. I'll see you in the next video. 8. The Two Rules of Emotional Selling: The two rules of emotional selling. So, so far we've talked about how marketing used to play a top of the funnel function, where it was enough simply to tell people that your product or service existed and that lead to them having awareness of what you are and coming to purchase your product or service. Now awarenesses no longer enough. What you want is to understand your customers Psychology so you can get them to care. Because getting them to care is how you get them to take an action. Now, what I want us to understand in order to get someone to care is what motivates someone to buy something. Now it requires me go a little bit back in time to the invention of shopping. I don't it was invented. I had no idea either, but back in the day, let's say, as early as a 100 years ago, shopping didn't really exist as a concept. When you need it, something, you went and commission someone to do it and you have products that lasted you a very, very long time. If you needed gloves, for example, you found a glove person to make them for you. You went to a seamstress or someone with fabric or usually your parent probably your mother made it for you and then you kept it. There wasn't really this notion of options and choices, certainly not for anyone below the top, top tiers of the upper class in most of society. Now, this changed with the rise of department stores in the early 19th century and 20th century readonly. And that's where you'll remember cell fridges. You'll remember Lord and Taylor, you'll remember some of these stores. If you look them up, that history is fascinating. Basically, they were some of the first leaders in saying, hey, I think people want options. And now that we have innovations in manufacturing and supply chain and distribution, now, we can actually get these goods to people a lot quicker and we can make more things. And this includes the rise of things like packaging. It was really, really hard to do anything outside of class and cardboard. So with the rise of plastic, for example, all of these innovations led the way to shopping being an option for regular people. So what we see as just a common staple of ordinary 21st century life is actually an invention of this former time. So we went from getting things and using things that we need with the functional utility to having the option to get things we want. So when we're talking about purchase behavior, we're almost always, if not, always, talking about the domain of once, we are talking about desire, We're not talking necessarily about functional utility. Now, functional utility is part of it and I'll explain that the rules of selling. But what I want you to understand, the motivators for purchase are emotional. That's rule number one. Buying behavior is about desire. All purchases are emotional. We don't buy things we need, we buy things we want. So part of our job as marketers is to find out what people want. What does our target market desire? That is what we want to infuse into our messaging in order to get people to care. So a lot of times what drives a purchase decision isn't something people are consciously aware of. We don't always know that we're doing this. We don't always know what is motivating our purchase behavior. We might think we're being practical, like I got a new job, I need a new shirt. But really, the shirt has so many other elements. If it was a practical decision, it wouldn't matter what started it was. It wouldn't matter what the fit is, wouldn't matter where it was made or with the brand was. All of these things matter because they tell a story, they tell a story about the product, and they tell a story about who you are as a consumer of the product. That's emotional, that's all emotional. Even little things like if you sell a nail and a hammer, for example, here's how you can test the purchases are emotional. If you think all I need is a male, no big deal. Think how you feel if you spent $20 on announce an l that you thought should be about $0.50. You're angry, overspend on something that you don't think it's worth the money. You have what's called buyer's remorse. You bought something, it doesn't fit as well as you thought buyer's remorse is emotional. It's not a thing you have if it was simply a practical decision that feeling that what you've got wasn't good enough or wasn't quite right. So purchase behavior is emotional. That's rule number one. Rule number two is that we justify emotional decisions with rational reasons. You're probably doing it right now. So when we think about the things that we buy and what we tell ourselves about why we buy them. It's always a practical reason. We find a reason why we need that thing. We explained it away with. This is why it's so important to have both features and benefits. I know I'm taking you back to marketing 101, but the features and the benefits are something that are in all of your collateral and the reason you need both of them, a lot of people, especially in my field, will tell you that the only thing that matters is the benefit. That's why people buy things. That's not true. The benefits of what you lead with messaging wise, but the features are what rationalize the sale. They allow you to rationalize that emotional decision you already made. So you think about a car. For example, most people, when we buy a car, we're looking for some sort of functional utility, right? You need to get from point a to point B. And you want to get there in a certain amount of time and you want to get there safely. And if that was the case truly functionally, it wouldn't matter what brand it was. It wouldn't matter where you bought it, wouldn't mapply. None of these things would matter, and yet they do because there is more to the buying decision than simply the features. But the features need to be there because they are what justify why you would buy a Mercedes over, say, a Toyota. You're telling yourself that it gets better, gas mileage or that the machinery doesn't break down as often or you're telling yourself that the manufacturer warranty is better. I mean, whatever it is that you're telling yourself as to why one car is better than the other when the functional utility is pretty much the same for both. That is rule number two. We justify emotional decisions with rational reasons. Okay? So the two rule looks like for the two rules of emotional selling, our purchases are emotional. We justify emotional decisions with rational reasons. That's why you need both benefits and features in your messaging. And that's why you lead with the emotion and you add the rational reasons later. But the main thing I want you to take away here is that the decision to purchase your product or service is going to be an emotional one. So part of what I want you to look out for as you get to know your customer, as you start to understand their psychology is getting into what do they want, What do they desire, what matters to them? And often these are not things that they'll say out loud. These might be things that they feel inside that they can't quite articulate. And part of what you want your marketing to do is to embody that desire in your product. We'll talk more about that in a couple of videos. But for right now, I want you to remember purchases are emotional. We justify emotional decisions with rational reasons. See you next video. 9. What Really Controls Your Customer's Decision: So really controls your customers decision. It sounds ominous like there's something beyond marketing, but here's where I want us to think of what's called the 0 moment of truth. That's a term that Google came up with. I think we called it the ZMOT back when I was in the agency world. But it is the moment where your customer decides to hit by or is standing at the cash register at giving you money. It is that moment where they browser becomes a buyer, the 0 moment of truth. And in that moment, there are so many things that are not nor marketing influencing their decision. And so part of what I want us to talk about in this video is what those factors are and how your team can better be aware of them so you can control them or at least affect them, where they can help your buyer make a better decision. So the main thing to understand is that the context in which you make a decision really matters. So it's not enough to have a great brand and great marketing and great messaging. You also have to understand or take inventory of what's happening in that 0 moment of truth. Something that came out of the research that she NOT IN guard did at Columbia several years ago called The Jam study. She basically discovered that too many options actually overwhelm people and prevent them from making a decision. So she's presented people with options of jam inside of a retailer. So even if you knew the brand and you liked it, but you all of a sudden had all these other options. You got overwhelmed like your band was like too much, abort, abort, abort and you walk away even if you want to jump. So what does that tell us and what does that mean for your marketing? Well, what it means is you need to evaluate the choice architecture that you need to look at the context under which your customer is making their buying decision. Now, if you have a website, this is a lot easier because you will still not easy to do to implement, but it is a lot easier in that you control the environment and the context by which your customers making a decision like you can control the UX. A lot harder if you live on someone else's platform, like our retail in brick and mortar, or if you're selling through something else like Etsy or Amazon or a software marketplace. So what I want you to get familiar with and what I want to encourage your teams to do is simply get familiar with behavioral economics, get familiar with decision science. There are some great starting points for this. You can geek out on Ted Talks. Barry Schwartz is a great place to start. He wrote The Paradox of Choice. Dan O'Reilly's another one he wrote, predictably irrational. And then of course, Daniel Kahneman who wrote Thinking Fast and Slow and won the Nobel Prize along with his colleague almost. So when it comes to the 0 moment of truth, your customer is being influenced by things beyond your marketing. We talked about this a little bit in thinking about the system of marketing. So there's the things you control and the things you don't. But decision architect sharks sort of lives in gold categories. Some of it you can control, like I said, if it's options on your website. And this is in the category of UX. So a lot of your engineer should know this and probably do know this already. But the marketing department rarely talks to them. So it's important for you to know. How many options are you overwhelming your customer? In the end, there's something called the three-by-three rule. Where to ease the decision, they suggest making three categories and then giving people three options within those categories, you know, little things like that that are really, really tactical, that can make a difference to your buying experience. So that's choice architecture, its decision science, looking at the context through which we make a decision and how that influences our ultimate decision. How impressionable we kind of are to these kinds of things that we don't even realize are affecting us. The other part of this is called heuristics. So heuristics are mental shortcuts that we make in order to ease decision-making. Because decision-making is really taxing. It sits in a category called our cognition. And there's something called cognitive load, which is the amount of work it takes to make decisions. Because we're making tons of tiny decisions throughout all day. Like, what should I wear and what do I want for breakfast and do I need to go to the bathroom? Is now a good time. I know those things might seem like they're automatic, but that is work for your brain. So when your brain is doing all of this work making decisions, it comes up with little shortcuts. So one of the shortcuts is automation defaults with called default. So in the morning, you don't even think about whether you should or shouldn't brush your teeth. You just know that you do when you have routines that become your defaults. That is a way of easing the decision. So you're not wondering each day what are you doing? Your, don't make your brain do as much work. So the same thing is true of our buying decisions. And one of the heuristics that I always like to use is brands. Branding is a heuristic. It's a mental shortcut. Remember how we talked about, it's the set of perceptions people had in their mind about your product, your service, or your company. And that is a mental shortcut. So they see P&G, they see Ogilvy, they see Nike, they see Adidas, they see to buy Melissa. All of a sudden you have feelings and images and ideas in your mind that come up. And each of those brands holds a different space in your mind, right? They hold a different category, they hold a different perception. Your feelings about them are different. Some of them make you feel happiness and childhood. Some of them that you feel ambitious and cool. Some of them make you feel excited and innovative and creative. So each of those is a result of the Brand. A Brand is effectively a heuristic. So one of the things that we do inside of a store is scan for color. Used that as a heuristic for a brand or for communication of an idea. If you see green, you tend to think environmentally friendly, right? And think nature, you think good in a different context. Green could be money and greed. So context matters. You have to understand the context of where your product, service or 0 moment of truth is happening. And then you have to understand where your product fits into that context. Whether the green, for example, is a positive thing or whether it's negative thing depending on the heuristic. So this is why, for example, the Tropicana rebrand really didn't do well. Because the space it held in our minds, the heuristics we use to find it disappeared when they changed the color, when they changed the design, we were just scanning for the design. We weren't thinking about the tiny marketing messages. We weren't even reading the marketing messages. We were looking for the colors, we were looking for the shape, we were looking for the category. We have an automatic way in which we enter a store and what we look for on we're on autopilot, just like with brushing your teeth. So all of these things, Decision, Science, choice, architecture, heuristics. These are all things that affect your customer's ultimate decision in that 0 moment of truth. So what I want you to do in your department, talk about these things. Talk about what beyond the marketing messaging is influencing your customers decision. Not internally like in System one and System two, but externally, is it living in a retail store? Is it's sharing shelf space with someone? Is it inside of a digital marketplace? What are the influences on your customer in that moment that they're making a decision. Those are the things that are actually controlling your customers decision. All right, we're almost done. I will see you in the next video. 10. How To Get People To Care: How do you get people to care? So we've talked about how marketing is the art and science of getting people to care. And then it has expanded past it's awareness role, though that's part of it, into the psychology of the customer, understanding who we're trying to talk to and what we're trying to get them to care about. Now here's the trick. What I just said was what we're trying to get them to care about. You can't actually make someone care about something that they don't care about. What you can do is take what they already do care about and connect that to your product, service, or company. That is the goal with your marketing. That's why it is key to understand who you're talking to, what they care about, who they are, what they value, and what they desire, what they want, what deep down is driving them because remember, our number one rule of emotional selling is that all purchases are emotional. So we want to get to that emotional core of what they're looking for. So in the 50 is one of the things the popular examples was pulls. Pulls were a status symbol to show off how much money you made, right to say that I have reached this level. I'm proud of myself now. And they don't always stand for that, but at the time, that's what they did, but that's not messaging said the messaging talked about beautiful pools. They talked about luxury. They created a scene of how beautiful a pool would look in your backyard and how great it would be with your kids, right? They didn't overtly, on the nose, say show off your income? No, but they connected to other things and communicated that indirectly. So want to show an example today of what that might look like. So take for example, a tech Phillipe watches. They have had a series of ads that I think has been going on almost a decade where they show vignettes of fathers and sons doing activities. Now, the specific activities they choose, our aspirational. So it's them father and son on a boat, on a yacht, outside, on a veranda overlooking a beautiful landscape inside of an office, having a really, really nice meal. It's these vignettes of aspirational moments that this particular type of customer, once, ones that it captures their desire, their drive, their ambition, but what it's for. So these are really, really expensive, high-quality watches. At least that's how they branded themselves. And they are targeting a high net worth, high achieving customer who values family, really who views themselves as someone who values family? This is the guy they want to be, right? When I'm buying this watch, this is who I am in my head. This is the conversation going on in my mind. I'm I'm working late nights because I'm doing it for the kids. I'm working late nights and I'm missing soccer games because I want my family to have a stable life. I want to be able to go on vacation. I want to have the leisure, luxury class of life. And so whether or not it's true that they value family is less important than they believe that that's what they value. So what you want your marketing to do is to connect that belief they have about themselves. The images to the messages, to the marketing collateral that you present them with. This is why it's so important to understand who your customer is and what they care about. I like to use what's called an empathy exercise, which really means you can do this alone or with your team. But I like to close my eyes and put myself in my customer shoes and think about myself going through their day. What is their day like? What are they worried about? What are they nervous about? What are they excited about? What is scary to them? What drives them? And you don't want to completely make this up. It should be based on data. So if you can embed yourself with the market research team or get in front of as many customers as possible. This is really, really hard for departments, but I would love to encourage you to do this is what companies like PNG and Oglevee had been doing for years. This is why they end up winning, is that they have people on the ground talking to customers. When I worked in CPG, we actually use to do this, we would go into grocery stores and I would stand and pretend like I was shopping and talk to people about why they were buying something. And it was so regulatory, even though that's directional data and not necessarily something to use that with statistically significant. It still gave me a good picture of the human being behind the purchase. So that's why this is so, so, so important. Now, the next example I want to give you a little bit different. I want us to take a look at masterclass, which is an online business. They do online course creations with really famous experts in each category. So this add is Natalie Portman teaching, acting. He free, make mistakes, try things. This is the job about your imagination. And we can move influenced by life. You're making a character influenced by a human, and you want to make it as human as possible. What is their desire? Desires at the root of everything? I have not been to a traditional drama school. I've been working for 25 years and I learned by doing, and now you piece together different things that are helpful for me that I wanted to share with you. So it's just a little clipping Natalie. But what I want you to see is what it taps into it, that it captures that magic that the students are craving and why they might buy something. So why might you buy something like masterclass? Really, why I want you to discuss it with your team? What is motivating that purchase? What is someone looking for when they buy a course, when they buy a subscription? Are they looking to be a better actor? Are they looking to become an adult department? Are they looking for advice? Are they looking for something to delay them actually having to achieve their goals? What is it that this fulfills for them? And why does this add work? Why does this tap in to that desire they already have? And let me just take a look with your team, watch a few of these trailers and see what you learn. Notice the consistencies, despite the category like doesn't matter what the category is. The approach is the same. Each time the tap into that desire, they tap into a clear understanding of what their customers looking for and they infuse it into how They sell each course. So how you get people to care is about taking what they already care about and infusing it into the product service you already sell. And the way you do that is where it gets interesting. That's where the marketing pi comes in. That's where you're pulling persuasion levers. That's where you're deciding whether you should use SEO or whether you should do more organic things. Whether you should choose this color versus that color. Whether you should use this image versus that image, whether this is the right word for it, whether this is the right placement or channel, whether this is the right time for that, add all of those pieces of the marketing pie or to infuse that desire into your collateral in every way possible. But it starts with understanding what your customer cares about already, what drives them, what motivates them, and what their core desire is. So the question your customers always asking themselves is, why should I care? That's always on their mind because they are already having their own internal narrative about their lives. And so where you come in, shining in on the conversation that's already going on in their mind, you have an answer for why they should care when they see something that interrupts that flow and makes them pause and go, what does this, why do I care? What you want to provoke is the reaction. Thank you. This is so helpful. That's what you want and make your ads to. You want them to make people say, oh, I need that so bad. You don't want anyone to ever say, Oh, that was really good at. And that was really interesting. I enjoyed that. That doesn't help because what you want is for them to care and the way they communicate they're carrying is by buying your product or sharing it with someone else. So your customers always, only ever thinking, why should I care what's in it for me? So they're very self-focused. We all are your like that too. I'm like that right now you're thinking, Margo, what's in this for me? Get to the point, right? You know, we're all always thinking that we're busy, we're tired. So to that end, we often think that our competitors are people in our categories. That there's lots and lots of people competing for a small segment of a particular market. The truth is, your biggest competition is apathy. People are cognitively lazy, and it is a lot of work for us to actually hit that 0 moment of truth and make a decision. You can think of this in your own life and the millions of times you've probably put a ton of at leisure on gas into your shopping cart and then abandoned the cart, right? Why does that happen? It happens because we get distracted. We're lazy. It's a lot of work. It's cumbersome. Hit that 0 moment of truth and something influences us. So an example of this that I want to share comes from a work I did on a national Bar chain. So they are an exercise company that sells bar classes. And we came in doing some market research and some rebranding. And one of the things we discovered after multiple conversations was we thought that the bar studios were competing with each other and we wanted to know why they chose one bar studio over another. But it turned out decision architecture that customers were never deciding which br studio to go to. They were thinking about whether they should work out or not. So you were literally competing with the couch when it's 05:00 PM, you worked a long day are probably 09:00 PM. Let's be real. You're deciding whether or not you're too tired to go work out and whether you should just sit. The competition is almost always apathy. And this is true outside of the fitness world. So when we think about what motivates someone, why they should care, how to connect to the desire that is ultimately driving them. We want to remember that the competition is not always what you think it is. And the decision in your customer's mind is also not what you think it is. And that's why we want to do our empathy exercises. That's why we want to stop and really think about what it would be like to be that person. And I know this sounds like a hypothetical, kind of imagine a Tory exercise. It doesn't have to be, you are a human being, which means you feel the full spectrum of emotions. And so you've had experience with rejection, love, a desire for belonging, a desire for acceptance, a need to feel pretty, need to have status or theme, whatever it is that are those levers that motivate us, that drive us to want things that we don't necessarily need. That is what I want you to tap into and that's what you can relate to with your customers. The way you get someone to care, to take what they already care about and infuse that into your messaging, into all of the parts of the marketing pie. How you talk to them, when you talk to them, what you talk to them about, what your visual imagery as what your assets are. All of that should communicate and embody the desire that they have deep down inside. And your team should be clear on what those things are. And that's part of why I want you on the ground talking to your customers and want you doing empathy exercises. I want you sitting there feeling what they feel and humanizing them with every step of the way. So how do you get people to care, find out what they already care about, infuse it into your collateral. I'll see you in the next video. 11. Persuasion, Influence, Manipulation, and Deception: So the difference between influence, persuasion, manipulation, and deception. This is one of those questions I get a lot from ethical marketers and people with a strong moral compass, which I'm assuming is all of us. I think a marketing should be a redundant statement. But unfortunately, in the work that we do, there are a lot of people who deploy these tools in unethical manners. And a lot of people in the field will say, well, you know, it's a really blurry line. I want to help us draw the line between what is deceptive and unethical and should not be allowed. And what is a useful tool that when deployed appropriately, can actually be really helpful to your end user. So let's start with talking about deception. Deception is lying. It's consciously presenting information as true, that is not true. So in the case of marketing, this is when you make a claim about your product or service. That isn't actually true about your product or service. It's when you use testimonials that aren't true or real. It's when you have people say something that isn't reflective of reality, that is in the category of deception. Deception is alive. It is unequivocally always bad. It is always bad. There is no gray area here. You should not mislead your customers to believe something is true, that is not true. So this for me lives in the category of claims. So anytime that you are saying something about your product or service, it needs to be the truth. Now, luckily for us, the troop sells better than anything else. This is something that Claude Hopkins and sadness is something in G. Schwartz's sadness is something that Oglevee has said every single marketing master over the years will argue, the truth often speaks volumes more than anything that you could deceive people to do. Now, remember, or marketing axiom, our favorite David Ogilvy quote, the customer is not a moron. She's your wife. And if she's your wife, you don't want to lie to her, you know, help that said no, it's not good. So the point is, if you're worried about this blurry line, just remember if you're saying something that isn't true and we're talking the truth, the whole truth, and nothing but the truth. So lives by omission, still count. Then you're in the category of deception. That's not the category you want to be in. Now, here's where it isn't blurry line. Persuasion and influence. Those I think are polite terms for manipulation. Manipulation is two definitions. One of the definitions of manipulation is negative. It is when you dance like someone or you mess with their head or you get them in a situation where they're doing something outside of there will it is when you're getting someone doing something that they don't want to do. Now, marketing contexts, it's difficult to affectively manipulate someone. You don't have a gun to their head. So in general, I want us to take the steaks down a lot. But still remember, there is another definition of manipulation, which is moving something. Manipulating my hand, right? It's what key t's do. It's what physical therapists do. It's what occupational therapists do with what massage therapists do. Anytime someone is working with like your physical body, that tends to mean that they are manipulating that thing. So that's the category I want you to think about. When you think about persuasion and influence, you are consciously manipulating someone in a positive way or what could be a positive way. And I'll give you a really specific example using the influence and persuasion lever, my lover of scarcity. So scarcity is when you claim honestly that there is not enough of something. So the ways in which it's been used in an non-ethical manner is when someone says, hey, this promotion is running out in four days and it doesn't actually run out, that they're just rerunning it again and again. It's when you say, you know, we're almost out of inventory, this is the last one, so you've got to buy it now. That's called false scarcity, and that wasn't the deception category. Now, if you actually are running out of inventory and you're selling and you're using this tactic that its helical, then that person really doesn't want the thing. Scarcities are really, really powerful tool to motivate someone. And so one of the ways I've seen it used really, really beautifully is actually with my dentist. So my dentist will send me a text and say, you know, hey, your insurance is running out, scarcity. You only have, you know, $500 lack or a $150 left. So if you get your teeth cleaned by October or they send some date, then it'll be free. So they're using scarcity as a tool to get me to come get my teeth cleaned and save money. So in that scenario, it's really helpful and I appreciate the pressure that it places on my ability to take action. So when it comes to influence and persuasion, we wanna focus on, is it true? Is the information that you're explaining true? And if it is, is it helping the person make a decision that they already want to make? I already wanted to go to the dentist, but I wasn't gonna do it because I'm lazy. So scarcity was helpful in the same vain, if your product, service, or company is not in dentistry, right? It's something a little more mundane. Maybe we sell scarves, maybe it's candles, Maybe it's a B2B software where it's a little harder to draw those lines on. Is this actually useful? Just remember to put it in the problem solution framework. Like if the thing that you sell is genuinely helpful to the end user, the person that you are targeting, then ignore it. Influence and persuasion levers will be useful in helping them overcome inertia. And remember, we're always competing with apathy and inertia. So that's why you want to use these tools. You want to help people overcome their cognitive laziness and their default towards inertia and inaction. So the difference here, deception is lying and it's bad. Influence and persuasion is a form of manipulation, positive manipulation that can be used really, really well. And hopefully, if it's reliant on true information and helps your customer taken action in the right direction. See you in the next video. 12. Recapping What You've Learned: Recapping what you learned, congratulations, you made it to the end and this was a lot. So be proud of yourself for getting care quickly. When I recap all the things we talked about, we started talking about what marketing is, what it used to be, and what it is now, why it's evolved both because of the changing product landscape and also the changing media landscape and the many ways in which you can reach people. We talked about how marketing has evolved from being a top of the funnel awareness function that relied on a hand-off where you were required simply to tell people about the thing that you created and why today it requires so much more psychology and understanding people in order to get them to care. We talked about the different parts of your business that marketing touches and the different parts of your customers life. But it touches. We understood the marketing pie being all the different tactics, tools, resources, and levers that you can pull in order to communicate your marketing message, in order to convey that desire that you want to infuse into what you're doing. We talked about that living inside of part one of your marketing system and that being the part that the marketing team controls. And then we talked about part two of the marketing system, which is all the things that affect the outcomes of your marketing that you do not control. We also talked about the rise of the growth department and how all of these departments that used to be siloed, like customer service, product, marketing, sales should all be in the growth department because we all affect each other. Then we talked a bit about psychology. We talked about how to stand out in a crowded market by blending in. We talked about the importance of meaningful specifics which you are now going to use all the time. We also talked about the rules of emotional selling and what's really controlling your customers decision. We talked about the things outside of the marketing department, the psychology that goes into that 0 moment of truth, the emotional undercurrent behind all your buying decisions and behavior, which I hope you noticed in yourself as well. And then finally, how to get people to care. This entire course has been about trying to understand the customer, the human being on the other side of this exchange. In the past, it was OK to think about people as a broadcast. But today, if you take nothing else away, Remember that we are individuals consuming this content individually, which means there's a human being on the other side of that exchange. So when you write an ad, uh, when you put a video together, when you send an email, when you choose your keywords, all the different things that you can do in marketing, they affect a person. I know, I hope this sounds redundant and that you're rolling your eyes at me, but you'd be shocked or probably not, of how many marketing departments al, to actually internalize this. So that leads me to the last thing, which is a reminder to discuss with your team what your marketing is for and what your department is designed to do. If your department is just there to build assets and be a yes department than own it. If your department is there to influence the customer's ultimate decision in that 0 moment of truth, own it and get yourself talking to those other departments that affect your outcomes. Find out what your marketing is. Four, who it's affecting, who it's for, and what that person is, what they care about, what they desire, and the entire emotional undercurrent of their life that influences how they interact with your product, what they think of it, and what should ultimately go into your messaging. I'm going to remind you and encourage you to do your project. It can be done individually, but we encourage you doing it as a team and post it, get feedback from other people, find out what they're doing, debate what they think on these things. There's a lot going on over on the Skill Share platform, so come check it out. It has been a pleasure being your instructor here in this course. Thank you so much for attending my masterclass And let's go do some marketing.