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Unknown: marketer of the Day
episode 805 Today's marketing

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issues and solutions with the
brand leader Kyle do furred?

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Robert Plank: Hey, we're back on
the market or the podcast. We're

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here with Kyle du Ford from the
brand leader.com. Kyle is an

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executive specializing in
crafting outstanding experiences

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for global brands. He is a
former magazine editor, he is

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going to be telling us about
some surprises he's discovered

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in marketing. He's going to be
telling us about upcoming trends

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and marketing and how it relates
to you, Carl, glad to be talking

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to you. Thanks, man. It's

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Unknown: great to be here.

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Robert Plank: And it's great to
have you here and so you have

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kind of been around the block
dealt with powerbar Nike Dr.

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Martens Lululemon, you've seen
everything I think I had a a

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noon tablet in my water the
other day, so it's your

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everywhere you've seen any
everything. So having

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experienced all this and having
kind of moving to new things,

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what is your focus these days?
What are as you passionate,

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fired up all that good stuff?
Well, you

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Unknown: know, lately, we're
just super focused on on helping

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brands post pandemic, you know,
either reposition or, or get

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their message out there in a
crowded, crowded space. We saw a

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lot of people jockeying for
position the last year, maybe

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spending some time investing in,
in new marketplace strategies,

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or product extension lines, or
whatever it might be. And so

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yeah, we're just focusing on
brands, rebuilding brands,

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rebranding companies, and
leading them into the next

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level.

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Robert Plank: And, and what does
that look like? Because I feel

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like maybe I can kind of picture
like, you know, some brands

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when, when there was like the
lockdown the pandemic, maybe

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they upped their game as far as
social media. But then as far as

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coming out of it, I have no idea
what that even looks like, or

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what kind of things people are
trying or what succeeding. So

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when you're saying like post
pandemic and dealing with the

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branding, like what's like, how
does that look? And like what

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sort of actions are being taken
here?

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Unknown: Well, a lot of the
major brands, you know, took a

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step back and said, you know,
we're not going to have a lot of

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traffic and we have to shut down
retail stores and we've made

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some layoffs, they a lot of them
took it as an opportunity to

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kind of you know, refocus their
efforts, take that downtime to

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focus their strategy, hone it in
a little bit better, or really

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just to reposition, we saw a lot
of rebrands in the marketplace.

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I think people have seen Kia and
Burger King and some big

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examples of just really just
shifting gears, you know, they

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had the opportunity to do so in
kind of a vacuum almost. And

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then in kind of reemerging, some
of them. We redid it, it

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relaunched while we were still
in lockdown. So that was that

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was pretty fascinating. But then
a lot of smaller businesses. It

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they kind of had to survive. And
we know unfortunately, a lot of

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them didn't. But the ones that
did, if they have the

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opportunity, they kind of said
okay, well, I mean, the obvious

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example is a lot of the hotels
and restaurants that were were

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being hurt, you know, they
change to how they can get

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takeout or carry out or a lot of
government regulations were

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changes, you take liquor out of
the store, they had a market

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that somehow they had to let
people know, you know what

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they're doing, they had to then
let people know that they were

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still around. And, and it was
it's a remarkable way that

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people use various forms of
marketing, social media, local

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advertising came back in a big
way. So it was just kind of kind

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of cool. But then really also
what we saw was a lot of brands

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say, We're sorry, excuse me, a
lot of people say I'm either out

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of a job or now I'm working for
home and my kids aren't back, I

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have to stay home, I'm going to
do something new. And there was

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just this explosion of new
brands, influencer brands, Mom

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paw brands, people starting
businesses out of their garage,

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Etsy took off again, Shopify,
those kind of things. So a lot

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of folks just took that as an
opportunity to really look

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inside and see what they want to
do and say, I'm not going back

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to the office, I'm going to do
my own thing, sometimes that

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necessity, and a lot of times
just out of freedom.

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Robert Plank: Yeah, and it's it
seems like every time there's a

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bit a big upset either like a
world upset like if you're like,

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you know, World War Two, they
invaded computers, or even like,

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your personal upset, or you
might like go through a divorce

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or you might have like, like,
lose your job. And then they

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kind of at first forces you to
scramble and panic, but then

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eventually you end up on a path
that you otherwise might not

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have, you know, barked upon. And
as you're talking about these

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brands, it seems like it's kind
of similar situation, right?

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Where there's kind of a pandemic
and everything that happened, I

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mean, unavoidable but then you
figure well, there's there's two

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choices to make. There's a fork
in the road, there's either kind

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of give up or ignore it or bide
your time, which look at that it

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worked out or adjust and then so
am I right in saying that, you

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know, a lot of these industries
that were kind of hit before

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it's like now now they're
they're like supercharged now

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they're making up for lost time
because you hear now about how

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like, it's hard to book a hotel
room. airline flights are super

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high. So it seems though was
like the ones that survived now

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they're they're reaping the
rewards of all this last time.

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Unknown: Well, yeah, that's
true, I wouldn't know I wouldn't

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go so far as to say it was a
reward, they're still kind of

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making up, you know, the the
losses they had in arrears. But,

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you know, take the car rental
market, for example, it was very

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clear that nobody were renting
cars, and the only way to

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survive, they had to consolidate
and sell their fleets, which is

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common after a year or two of
using the car anyway. But now

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they literally had to sell
everything. And all of a sudden,

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it felt it felt like overnight,
everyone started traveling again

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recently. And when they did
that, there was no cars

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available anywhere. And I was
literally looking at an article

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the other day, we're in Hawaii,
cars were $800 a day, because

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the demand was so high, it was
very basic economics supply and

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demand, you can charge more
people were going to Home Depot

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and renting their trucks and,
and using those around town for

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$19 a day or whatever, whatever
it was. So yeah, I think a lot

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of businesses are now trying to
kind of, you know, make up for

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lost time, which they had to
it's out of necessity, but

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they're also hiring people back.
And now the the job market, you

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can be a little bit more
selective with who you hire back

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into the marketplace, you know,
it's not just adding one or two

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here and there or even filling
in a department. Now, you're

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actually you're bringing a lot
of, in some cases, top level

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people back. And so just by this
new influx of of the workforce,

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and a lot of it is, you know,
blue collar, we know that to be

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the case, because of potential
pandemic particularly hit hard,

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those smaller businesses or, you
know, a lot of that kind of

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hourly employee sector, but a
lot of folks who just didn't

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come into the office, they shut
up office buildings down, you

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know, they had to make layoffs.
And so now, they almost have the

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pick of the litter. And so it's
very competitive in certain

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aspects to get back into the
business. It's, to me, it's very

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fascinating how everyone is
handling this, but at the core

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of all of it is the message and
how they're reaching their

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consumers how they're even
talking internally to their

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business, you know, what their
press releases look like? How do

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they, you know, open up on
Sundays again? Or what are their

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hours change, you know, to a
hotel or a restaurant, all that

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stuff is really comes down to
branding, which is really just

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an emotional connection between
a business and its people. So

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how you communicate that is at
the utmost importance of

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surviving?

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Robert Plank: And how do you
even begin to approach this

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like, because you're saying
that, you know, it's all about

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the communication between the
brain and this consumer. But

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with all the I mean, even even
just a little bit of banter so

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far, I mean, there's so many
factors at play, there's so many

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things going on, there's so many
things to understand, or like

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you say, like, well, this event
happened, because these past

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three or four cause and effect
dominoes sort of fell, I mean,

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for us is, if a brand comes to
you and says, you know, we need

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help, or we need to change
things up, do you look at like,

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what they've been doing? Do you?
Do you go deep and and spend

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like weeks figuring out what
people are talking about? Like,

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how do you even begin to attack
this problem with all the all

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the things going on?

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Unknown: I mean, it's a great
question. What I found is that,

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in years doing this, a lot of
businesses don't have a good

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internal communication mechanism
to explain who they are

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internally. So give you a
perfect example. Recently, we

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did a workshop for a company who
they said, Listen, we want to go

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with you guys. We want to
rebrand, but we we don't know

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what we don't know, we're going
to take a backseat and just kind

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of hold off of it. So I just
said, Listen, why don't you come

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in for a couple hours, just pay
us for our time. And we'll just

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talk you through what you don't
know, we can maybe help us help

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come up with a plan together. So
that being said, you know, we we

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all started talking and there's
a sea level group of people. And

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I asked them privately without
the other ones hearing what

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their business was about
describe your business for me,

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and you know, three words or
less, and off all four or five

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of them completely different
answers. I mean, completely

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different. And so the question
from us was very logical. Like,

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if you guys can't come to a
conclusion of who you are

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internally, how are you ever
going to explain to either your

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current customers or potential
customers? And so we're finding

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a lot of it is just asking the
right questions to the

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stakeholders, going back to
original mission and vision

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statements of businesses asking
them, you know, are you really

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upholding your business values?
are you achieving your goals?

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Has your vision changed right
now, because of where you are,

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has your mission changed? A lot
of people have changed

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completely because and some of
it is just for Goodwill. Some of

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it is they want to go back into
nonprofit or whatever it might

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be. And it's, but you have to
understand who you are before

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you can ever tell somebody who
you are. And if you don't do

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that the market is going to tell
you who you are. And then if

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you're not ready to pivot or
respond to that accordingly, you

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know, you're going to fall flat.
So a lot of is listening to them

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and then listening to customers
understanding who they are do a

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lot of market research, putting
social media listeners out there

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and understanding how people are
talking about their company or

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brand and then coming up with a
strategic plan to execute on

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either putting efforts behind
who they are and getting the

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message out kind of accelerating
that message or rebranding,

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repositioning and coming up with
a new way that their new

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business model can appropriately
explain who they are to other

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people and in hopes that you get
or retain customers.

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Robert Plank: And what I'm
hearing from a lot of this is

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how important it is to go back
to the fundamentals. And also

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just an in like in business in
life in general, it's like, it's

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really easy. And it's kind of
scary to be like, as you were

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explaining that what went
through my head was like,

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there's like a dot way down
here, like the starting point,

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right? And maybe like years ago,
you figured, well, here's,

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here's what we're about, here's
what we believe, vision mission

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statement, all that. And then
you'd like went on this like

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trajectory, and it was okay for
a while. But then something

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happened like pandemic or
something else, they took like a

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big left turn, and now they're
way over here somewhere else,

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but they're still acting on the
original, the original starting

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point, and then it's this weird
identity crisis, things don't

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line up. And then like you said,
then the the end result of that

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is in the marketplace is kind of
like making decisions for you

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and saying what you are for you.
And that doesn't seem very, like

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strong, it doesn't seem like
that, that exhibits like

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leadership. So then the it seems
like what you and your team are

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doing this case is go back to
that was bare basic fundamentals

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and say, okay, like what you
were doing before that worked

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back then. But now you're way
over here. And now it's time to

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maybe re examined and say, if we
were starting from scratch here,

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which in a way they are now
here's here's what we would do,

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like deliberately, instead of
things happening to us.

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Unknown: Absolutely. I mean, you
couldn't be more on the head

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with that. That's absolutely
right. In many cases, too. It's

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almost they they drifted off and
maybe started a new lane, which

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could be successful. But when
they look back and go, No, we

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actually don't want to change
our mission, we fundamentally

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want to believe in this, and
they actually have to bring it

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back. And so we see that a lot
instead of changing, which is

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totally fine. By the way to
change your vision and mission

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statements, we encourage brands
to change their mission

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statement, depending on the
marketplace. I mean, that's

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okay, your vision is long term,
your mission is to hit your

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goals. And so we we, we look at
that and say, Okay, well, one of

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two things could be wrong. And
like you said, you could drift

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off, and they may have to
repurpose or reposition who you

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are. Or you could say that new
thing we did isn't really the

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right thing. Let's bring that
back to the center. It depends

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who you're you're answering to
if you're answering to a CEO, at

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a smaller business, we're
answering to a board of a

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fortune 500 company, it all
depends on what situation you're

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in, you know, I imagine I'm
making this up, I have no idea.

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But I imagine coke sales
probably dropped a little bit,

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without fountain cokes being
sold and gas stations, you know,

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having less traffic and so
forth. I can imagine, you know,

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Coke probably had to do and
Pepsi and all those other folks

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had to probably do something,
did they just batten down the

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hatches? Did they just kind of
reduce the workforce, they just

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slow the pipeline down, I
actually don't know. But they're

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not going to change who they are
fundamentally been in business

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for 120 years or whatever. So
you know, whatever change may

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have been just a blip on the
radar, and they're going back to

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where they are other businesses
to use that same example came up

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with different flavors and
different opportunities for a

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while we had some downtime,
let's spin up a different

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machine and try something new.
So it all depends where you are

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it there really is no right
answer. It's what do you want to

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do as a, as a business? Who do
you want to be known as or known

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for? And do you have the right
customer base for that? And if

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you can say yes to those things,
then just go for it. And we'll

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help people do that.

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Robert Plank: That's huge. I
mean, you're blowing my mind

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here that there might no mean
pandemic or no pandemic, this

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kind of side project or side,
you know, just new venture might

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express itself. And then so when
the if the side kind of

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experiment grows, then there's
like that decision you made of,

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okay, which is just temporary,
do we go back to the tried and

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true or is this is something
that's like new, and this was a

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surprise, we didn't expect this
to take off. And what you're

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making me think of is, like,
yesterday, I was talking to

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someone that was saying
something along the lines of

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like, you don't have a knowledge
problem, you have a thinking

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problem. And that, like, you
know, like, you can have all all

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these techniques and all this
data and all these like tricks

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in your back pocket. But
sometimes you just have to, like

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slow down and stop and think
about, like, where you are and

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the strategy and what you really
want. And I mean, that's it's

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like the, the most like bare
bones basic thing to say, but

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but it's huge. And like you
said, it's never a one size fits

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all. It's about, like, what,
where you're at and what you

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want and what the customers are
responding to. And so, um, yeah,

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so you said, you're saying kind
of go back to basics and think

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about that kind of internal
communication and things like

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that. And so, the, and that the
businesses that failed, were the

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ones that maybe like did not
quite adapt. So is there

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something that like, we all need
to be like on the lookout for

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moving forward? Like we talked
about, you know, surviving the

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pandemic, but as far as like,
things moving forward? I mean,

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it's it's such a weird, it's
such a weird like, situation

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we're in right with, like the
economy and businesses reopening

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and like, Will COVID comeback or
what will things even look like

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moving forward? So like, what
are your thoughts as far as like

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the future and the way things
are headed?

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Unknown: Well, I see a lot of
businesses and probably

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rightfully so just kind of hold
back some cash and reserves for

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a lot of things. So it's almost
now that things are back to

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normal people are more gun shy
than they were during the

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pandemic when they when they
kind of wanted to take a risk

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and see like, hey, let's just
throw caution to the wind and

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see what's going to stick. Now
it feels like Now that things

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are getting back to almost
normal, people are in businesses

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are kind of going well. Okay,
what if this happens again, if

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What if something happens in,
you know, in the wintertime, and

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this comes back a little bit, or
if I have to lay people off

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again or whatever, or something
else completely happens, a

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natural disaster, or God forbid,
you know, the, you know, the

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pipeline that was held hostage
recently affected us in the

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south pretty badly. And so I
think they're holding back some

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cash reserves a little bit. And
I think that's to a detriment,

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because now's the time to really
put your differentiators out

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there and your value
propositions let people know

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that you're still around, you're
still strong, you're doing

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really, really well. So that's,
that's kind of interesting. But

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now, where I'm also seeing a lot
of a lot of people, it takes to,

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you know, take the things like
tick tock and, and new ways of

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communicating which, you know,
up until the pandemic started

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was most reserved for 15 year
olds and younger. And nowadays,

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people are selling on tick tock
and brands are on there. And

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it's kind of like, you know, the
new, the new Instagram, the new

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Pinterest is everyone's trying
to jump on this bandwagon. And

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it's working for a lot of folks.
And so you're seeing a lot of

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people just kind of start to
slice and dice their marketing

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budgets in a much different way
than just traditional. A lot of

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people are going to the
streaming services, which is

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great. And we just declare we
don't do it marketing, visor,

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media bias. But I'm seeing that
a lot. And the trend is people

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are just trying to get their
message out in different unique

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ways. And the ones who are
taking risks, I think, are

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really doing really a great job.
So what I'm seeing coming is, is

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that twofold theory is people
are holding back and nervous too

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gun shy to spend anything and
hoping they can just ride out

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the storm. And, and then the
other side is people just taking

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risks and saying listen, we
might be we might be in a

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crowded space, we might be one
of one or whatever it might be,

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but we're going to, you know,
we're going to slim that pedal

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down and see how far we can take
this thing. And you know, you

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can win on both sides. So it's
just we want to help business

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businesses achieve their goals
and whatever they might be, we

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might have some opinions here
and there. But for the most

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part, that's what our goal is.

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Robert Plank: And opinions are
good, right? Because you can you

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can take an opinion and say, oh
my gosh, I'm seeing it a new

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00:17:02,220 --> 00:17:04,890
different way, or I hate that
opinion. I'll throw it out. I'm

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00:17:04,890 --> 00:17:08,070
gonna do what I'm gonna do
anyway, it's at least helpful to

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have that opinion. And I mean,
risks sound fun, right?

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Especially calculated risks.
When you say interest. Well,

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instead of being afraid and
letting that control me, let me

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like think this through and then
try this and look at the result.

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And not just throwing caution to
the wind, but like doing

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something more outside the box.
I mean, my mind was blown years

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ago when like Taco Bell came out
with an app, and you can just do

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what you want. And then it's
ready for you when you get to

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the drive thru little little
things like that when when a

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restaurant has QR codes and fun
things like that on the on the

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table. So I'm like, Oh, cool.
They're like getting with the

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times instead of just doing the
same old thing since since 1950.

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And so you mentioned about the
things that you you and your

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team and your agency do and in
what you don't do. And so now

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that we've wet, wet people's
appetites at about the brand

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leader.com Can you tell us about
what you and your company your

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team does and what you don't do?
And if someone's listening and

356
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watching right now today? How do
they know if they're a good fit

357
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to go to your site and reach out
and contact you all that good

358
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stuff? Yeah, well, thank

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Unknown: you for that.
Basically, what we say is we're

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a branding agency that focuses
on strategy and design. So

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that's we do develop the things
we design, if we're talking

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about digital and websites and
things like that. But we're not

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00:18:22,800 --> 00:18:24,780
a development house, we
typically don't develop things

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that other people have designed.
We're not a marketing shop,

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00:18:28,710 --> 00:18:32,760
we're not, we're not a design
company only. We are, we are a

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branding firm, which means that
really, really want to work with

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brands and getting their message
across. Now a lot of times that

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is visual, that's their
aesthetics, they're looking

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00:18:40,320 --> 00:18:44,880
feel. But a lot of it is focused
on voice and tone and proper

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guidelines, like we talked about
positioning and what archetype

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they are, and how they talk to
their consumers, what their

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consumers are, what their
competitors are, how to price

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products, where to where to put
them. And the other half of the

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business is that kind of design
element, we've got an amazing

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development, sorry, assuming
that we have an amazing

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00:19:00,240 --> 00:19:01,800
development team too. I
shouldn't say that, because it's

377
00:19:01,800 --> 00:19:04,710
my brother in law, right, run
that side. But we have amazing

378
00:19:04,710 --> 00:19:07,740
design department. We've won
some awards for our designs,

379
00:19:07,740 --> 00:19:10,590
really proud of those guys. And
you know, we design everything

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00:19:10,590 --> 00:19:13,890
from obviously logos to support
the brand, but also, you know,

381
00:19:14,010 --> 00:19:17,580
color palettes and PowerPoint
presentations and you know, full

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identity systems, including
people still use them

383
00:19:20,070 --> 00:19:22,320
ironically, you know, letterhead
stationery, that sort of thing.

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And then websites, We're known
for our website design, we

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00:19:26,100 --> 00:19:29,700
produce a lot of videos. And so
yeah, we do we all do all those

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00:19:29,700 --> 00:19:31,650
things, but we look at that in a
way that says that's going to

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support who you are. We
typically turn down business, if

388
00:19:35,760 --> 00:19:38,100
they come to us and say we just
need a new logo. You know, we'll

389
00:19:38,130 --> 00:19:41,220
we'll poke holes in that say,
well, well, why or, you know,

390
00:19:41,340 --> 00:19:44,520
they say we went on a rebrand.
Tell us what our new name is

391
00:19:44,520 --> 00:19:46,230
we're like, well, that's just
not a rebrand, you know, we have

392
00:19:46,230 --> 00:19:49,080
to talk about all those
elements. You know, we like I

393
00:19:49,080 --> 00:19:52,410
said earlier, a brand has an
emotional connection with with

394
00:19:52,410 --> 00:19:55,620
your customer or potential
customer. So, it's not just one

395
00:19:55,620 --> 00:19:59,430
thing, it's this kind of all the
sum of the parts, you know, so

396
00:19:59,430 --> 00:20:01,890
it's yes, it is. Your logo, but
it's also how you answer the

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00:20:01,890 --> 00:20:04,320
phone. And you know how you
position your product, how you

398
00:20:04,320 --> 00:20:07,260
price your product, what clothes
you're wearing, when you greet

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00:20:07,260 --> 00:20:09,780
them at the store, and then
things like that. So we help

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00:20:09,780 --> 00:20:12,180
businesses understand those
elements. Sometimes we help

401
00:20:12,180 --> 00:20:15,630
create those elements, they
don't exist. And and we put that

402
00:20:15,630 --> 00:20:20,490
strategy thinking behind it to,
to accelerate the awareness of

403
00:20:20,490 --> 00:20:23,610
that business in its own
marketplace. So if you're a

404
00:20:23,610 --> 00:20:25,920
right fit for us, really, it's
really anyone who has questions

405
00:20:25,920 --> 00:20:29,010
about that. We're always open to
talk to people, if we're not a

406
00:20:29,010 --> 00:20:32,400
right fit, were open to telling
people that we've got a great

407
00:20:32,400 --> 00:20:35,250
downloadable guide online at the
brand leader.com. It's called

408
00:20:35,250 --> 00:20:38,250
The Ultimate Guide to rebranding
it, even if you're not

409
00:20:38,250 --> 00:20:41,010
rebranding, if you want to learn
more about brands, it's a great

410
00:20:41,040 --> 00:20:44,610
resource for people just it's a
free guide, take it, we love to

411
00:20:44,610 --> 00:20:47,760
tell people about knowledge, we
know. And if you work with us,

412
00:20:47,760 --> 00:20:50,280
great. If not, there's some good
information there anyway, so

413
00:20:51,120 --> 00:20:51,750
anyone can call

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00:20:51,750 --> 00:20:55,530
Robert Plank: us. Fantastic, but
the brand leader.com to get that

415
00:20:55,530 --> 00:20:58,110
rebranding guide. And I mean,
you made a lot of really good

416
00:20:58,110 --> 00:21:01,320
points there that that it's
like, there's the big picture,

417
00:21:01,320 --> 00:21:04,230
right. And it's really, like you
said, it's fascinating sometimes

418
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to see businesses like rebrand,
or pivot and things like that.

419
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And what I'm getting from our
conversation today is how

420
00:21:10,710 --> 00:21:14,310
important it is to stay curious
and to stay on top of who's

421
00:21:14,310 --> 00:21:18,120
doing what because if, if you
see if you see someone like

422
00:21:18,120 --> 00:21:21,870
Burger King, or whoever, you
know, come out of the pandemic

423
00:21:21,870 --> 00:21:24,480
bigger than when they came in.
And you say, Oh, that's cool. He

424
00:21:24,480 --> 00:21:27,240
did that, how they do that, it's
kind of almost too late, because

425
00:21:27,240 --> 00:21:30,660
you haven't been staying on top
of all these, just all the all

426
00:21:30,660 --> 00:21:32,250
these things that they've been
doing and all these kinds of

427
00:21:32,250 --> 00:21:35,100
marketing techniques. And so I
like how you set that up where

428
00:21:35,130 --> 00:21:37,410
there's like the bigger picture,
and there's more of like the

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emotional connection of lookout.
So just a logo, just to name

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00:21:40,890 --> 00:21:43,590
that's too small in scope, we
need to be looking at the bigger

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00:21:43,590 --> 00:21:46,500
picture. And the place to do
that the way to do that is by

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00:21:46,500 --> 00:21:51,090
going to the brand leader.com.
And we will see you there, claim

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00:21:51,090 --> 00:21:54,660
that report. See what Kyle has
on that website, contact him and

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00:21:54,660 --> 00:21:57,840
his team if you're interested in
having that conversation, or

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00:21:57,840 --> 00:22:01,590
moving things forward to the
next step. Anything to say Kyle,

436
00:22:01,590 --> 00:22:04,830
as we wrap up, wind down any
final, like parting words of

437
00:22:04,830 --> 00:22:06,990
advice or something you want to
say to just like wrap up this

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00:22:06,990 --> 00:22:07,920
whole conversation?

439
00:22:08,550 --> 00:22:11,070
Unknown: Yeah, I mean, it thanks
for that opportunity. I think

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00:22:11,100 --> 00:22:15,270
most of it is just if you if you
feel the need to change ask

441
00:22:15,270 --> 00:22:18,000
yourself, why is it because
you've heard things in the

442
00:22:18,000 --> 00:22:20,880
marketplace that are against you
is your new competitor. That's

443
00:22:20,910 --> 00:22:24,990
you know, that's coming in and
taking your market share. Have

444
00:22:24,990 --> 00:22:27,060
you been bought out? Or have you
bought another company and

445
00:22:27,060 --> 00:22:29,370
acquired one you know, what is
the reason that you feel that

446
00:22:29,370 --> 00:22:32,760
you need to change your look or
change your position? Ask

447
00:22:32,760 --> 00:22:35,190
yourself that it's we don't want
to do these things willy nilly.

448
00:22:35,190 --> 00:22:37,680
We saw GAAP tried to do that
years ago and change their logo

449
00:22:37,680 --> 00:22:41,970
and people have had just a crazy
fit. You don't want to just do

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00:22:41,970 --> 00:22:44,640
something arbitrarily. So think
about why you're even calling

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00:22:44,640 --> 00:22:47,370
somebody like us. And if you
don't know why we can help you,

452
00:22:47,580 --> 00:22:50,160
you know, come up with a reason
and there is no reasonable will

453
00:22:50,160 --> 00:22:54,120
tell you that there has to be a
they're there to kind of do an

454
00:22:54,120 --> 00:22:57,630
expensive proposition that could
change your business. You know,

455
00:22:57,630 --> 00:22:59,070
like a full rebrand would do.

456
00:23:04,170 --> 00:23:06,660
Robert Plank: This is Robert
plank from the marketer of the

457
00:23:06,660 --> 00:23:10,410
day podcast which you can find
at marketer of the day.com for

458
00:23:10,410 --> 00:23:16,050
more episodes, and d f y
podcast.com. forward slash free

459
00:23:16,080 --> 00:23:18,780
if you want to know more about
running your own podcast or

460
00:23:18,780 --> 00:23:22,800
running a better or more fun or
easier or less time intensive

461
00:23:22,800 --> 00:23:28,020
podcast, go to D F ly
podcast.com/free To find out

462
00:23:28,020 --> 00:23:30,030
more right this instant