Mud on my Face, and a Marketing Revelation

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This is a guest post by Pamela Wilson

Last summer, in Boston for a few days on vacation, I wandered into a local mall.

I ended up in a store that specializes in soaps and bath-type products that look handmade, and have very basic packaging.

Here’s what happened.

[Read more...]

The Spooky Secret to Designing
Your Perfect Business


Recently on the Remarkable Marketing Blueprint* forum, some folks were saying nice things about the space I’d created.

And I have to admit — I love it there. The members are generous and supportive, everyone is working their tails off and making progress like crazy. It’s exhilarating and warm and fuzzy all at the same time.

But here’s the thing.
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The Law of Anti-Attraction

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I recently got an email from someone whose comments aren’t going through on that other blog I write for.

I let him know that the spam plugin Akismet was probably snagging them, and he responded to let me know that was a “piss poor” answer.

Apparently I should dig through the tens of thousands of spam messages to find his comments. Which, given the tone of his email, I’m sure were constructive and insightful.
[Read more...]

How to Get Rich and Crazy on
the Internet

image of paris hilton

Remember in the old cartoons, when Bugs Bunny fell off a 90-story building and then emerged shaking his head with a funny little rattle?

That’s kind of what I feel like. :)

[Read more...]

Does Your Business Have the Support
It Needs?

Those of you who follow me on Twitter might have seen my grumbling about not getting some StomperNet stuff I had paid for. I figured a little public whining would solve my problem, and it did—they kindly called me up and made things right. (I don’t advocate that as your first line of fire, but I’d submitted two support tickets already, and I was getting a little cantankerous.)

Now the StomperNet dudes don’t think small. I believe their budget for salaries is right about one kazillion dollars. They have a large staff of ninjas on just about every facet of Internet business, from SEO to conversion to how to make your shopping cart do things that verge on the unnatural.

They apparently, though, don’t have a support expert on staff. (Maybe after this they’ll add one.) Some customers had all kinds of problems, and their fulfillment house (the folks who put CDs into boxes and mail them from a warehouse) didn’t do them any favors either.

So here’s a quick tutorial on support and handling screwups, because how you handle this is one of the most important communications challenges you’ll ever face.

Support is Marketing

A lot of companies consider spending perfectly good money on support to be a necessary evil. It’s overhead, like taxes or the light bill. It is to be minimized, controlled, pared down to the slimmest possible margins.

This is nuts.

Support and salespeople are the two groups who are the most likely to actually talk to your customers. And while salespeople have their own challenges to face, they also tend to make nice money and to at least get patted on the back when they sell lots of your product.

Support people are typically paid poorly, they get crapped on all day, and they get only the most modest recognition when they do a great job. Most support is terrible because it’s designed to be terrible. It’s starved for money, attention, respect and love. That’s not a recipe for greatness.

If you buy my assertion that marketing is the relationship your organization has with customers, support is nothing less than the front line of marketing. Which means it needs to be well-staffed, well-paid, to have incredibly robust systems in place, and to be led by people who are fanatic about getting it right.

Support is Communication

Great support tells customers you care deeply about them. Great support turns pissed off people into rabid fans. Great support snatches victory from the jaws of defeat.

Great support is about what you do as opposed to what you say.

Great support is an all-night conversation with your lover when you decide to stay together instead of break up. Great support is about the messiness that shows it’s a real relationship.

Great Support People

Support is a calling more than a job. (Actually, I think it may be a mental illness, but as the man said, we need the eggs.)

Great support people are not reasonable. They’re irrationally committed. They care too much. They have trouble setting boundaries. (You need to help them with that, incidentally.) They just want to make other people happy and to create peace, harmony and fairness in this world.

When you find a support superstar, let that person own the process. Pay him well. And give him real recognition. Talk him up in your communication with customers. Pay nice bonuses based on real accomplishment. Let him know that he’s a valued part of your success.

Great support people are junkies for recognition, and the average support job gives virtually none. Don’t be average.

Great support people want to find a great company to get married to. Make room for that. Find someone wonderful who will do anything for your customers, then make it very easy for him to stay forever.

Great Support Processes

If you have more than three or four customers, post-its and promises don’t cut it. You need some kind of automation. Yes, it’s hard to figure out and set up. Compared with having customers who hate you, that’s not a bad problem to solve.

Ensure that your great support person is constantly defining and refining processes. Great processes don’t destroy creativity, they make room for it and draw the outlines. You’ll know it’s a great process when people use it to create great relationships.

Your support process needs to be built by someone who’s answered those phones, who knows what it really takes to talk down the screaming customer and turn her into your biggest fan. And you don’t just create a process once. You own it, evolve it, nurture it and proactively keep refining it.

A Note About Fulfillment Houses

Having worked with a variety of fulfillment houses over the years (very happily, because this really is not something you ever, ever want to handle in-house), I’ve noticed something.

The smaller and more critical the job is, the higher the probability it will get screwed up.

Sending a sensitive communication to a small group of highly persnickety customers who represent millions of dollars in potential referrals? An absolute guarantee of computer glitches, process breakdowns, employees who go off the wagon in the middle of your job, and other “this has never happened to us before” SNAFUs. It’s a little-known extension of Murphy’s Law.

I don’t know a remedy for this. Hiring the best doesn’t help. Flying someone from your company out to oversee tricky jobs is a good idea, but it doesn’t solve everything. Just know that outsourcing the job to a reliable vendor doesn’t mean you will have no problems.

Shit Happens

My problem with StomperNet came from a mistake in what’s called “kitting.” (Translation, the warehouse guys forgot to put all the stuff in the box.) These things happen.

The problem was exacerbated by two support tickets that were answered by an autoresponder without getting followed up by a person. The queue was just longer than their folks could get to. These things happen, too.

The problem didn’t end with me. I got messages from a number of folks on Twitter who had issues. Some of them suggested that StomperNet was scamming people or trying to pull something sneaky.

Support and fulfillment issues don’t mean StomperNet is evil or that they suck or that their products are crummy. In fact, so far I am quite impressed with their products. My guess is that they didn’t staff adequately for demand, and their fulfillment house wasn’t quite up to the job.

Experience is a very painful way to learn. When you see someone screw up, instead of gloating or judging, start taking notes about how you can not screw that one up when you encounter it for yourself.

Make sure your support staff and processes are amazing. Because sometimes they need to be.

Flickr Creative Commons Image by toronja_azul

Relationship Marketing Series #6, Connect With One Person


Even though (with any luck) you’re marketing to lots and lots of people, no one wants to be a faceless speck in a crowd.

Maybe it’s a result of the industrial age. Yes, we like to be in tribes, but tribes are small, intimate things. A tribe might be 8 people or 80, but it’s not 80,000. The greater the scale we have to deal with in our jobs, our commutes, our grocery stores, or even our churches, the more we look for one-to-one relationships.

We’re born alone. (Even twins can’t manage that one side-by-side.) And we all secretly think we have problems that no one else has. We want someone who really gets us. Someone who speaks to us, and just to us. Someone who listens to our problems and fears, and then makes those go away.

Know Who You’re Talking To

Marketing 101 tells you to know your market. Too many marketers confuse that with demographics. “My customers are married women 26-40 with one or two children, who subscribe to Redbook and Parenting, and carry a MasterCard.”

Demographics are collections of traits. They come in real handy if you’re buying a mailing list or deciding where to advertise, but demographics aren’t people. They’re just a collection of patterns.

If you have something to sell to that demographic, you need to be thinking about Cynthia (who hates to be called Cindy), who’s 33 and a little bored at work, has a four-year-old named Ben and a six-year-old named Ruby, reads Parenting even though it makes her feel guilty and her mom got her a subscription to Redbook but all she reads are the dessert recipes and articles about dieting, and yes she knows that makes no sense but she does it anyway, and yeah she has a MasterCard, because she got mad at the bank that issued her Visa so she cut it up.

Talk to One Person

Whether you’re writing a blog or an email newsletter or a set of postcards or a yellow pages ad, you need to be thinking about Cynthia.

What can you help her out with? Why is your stuff the perfect match for her problems? Does your gym offer really great childcare, so she doesn’t feel like a rat for parking her kids there for an hour? Does your product respect the fact that she’s pulled in 20 directions as a working mother, and help clarify her choices so she can focus on what she needs to do? Does your carpet-cleaning service use nontoxic solvents, so she can quit worrying about poisoning her kids and the dog just so her mother-in-law will quit making that face when she comes over?

What’s not working for Cynthia right now? How can you make that work better?

To get started on that conversation, I found a nice resource on a copywriters’ forum [note: now moved to Michel Fortin's blog, the link's been updated] called the 60-minute naked truth sales letter. Even if you never intend to use any kind of sales letter, the things you’ll discover with this exercise will help you find the right messages for Cynthia. You’ll get a good, high-level grasp on what you really need to let her know about.

How Do You Find Cynthia?

You’ll be able to find Cynthia by paying attention.

First, make sure Cynthia loves your stuff. She’s your perfect customer. She’ll buy anything and everything you have, because your solutions line up exactly with her problems.

If you realized you’ve imagined a Cynthia who’s just not that into you, start from scratch. Your Cynthia needs to be the person who loves what you do and how you do it, can afford your products and services, and is someone you can figure out how to reach. (In other words, you could buy a mailing list of Cynthias, or you can find a joint venture partner who’s got an email list of Cynthias.)

Talk to the customers you have, especially the ones who love you. (You also want to pay close attention to the ones who hate you, but that’s another exercise.) What’s going on with them? What’s freaking them out right now? How do they feel about the economic situation? What’s going on in their personal relationships? Is this election a big deal for them? Do they think it’s going to change things, and if so, is that good or bad, from their point of view?

If you’ve got a bricks and mortar operation, spend a lot of time on the floor hanging out with customers. Watch them. Listen to them talk to one another. Ask them questions.

If you’re online, go to forums where your customers hang out, and listen to what they gripe about. Set up Google alerts about the kinds of problems you solve. Send out surveys, to both existing customers and potential customers.

Make it very easy to give you feedback, and pay close attention. Look for patterns. Try to figure out the underlying problems and worries that are beneath people’s words.

Speak Her Language

One great thing about all this paying attention is that it lets you discover the language of your customers. Maybe they talk like Katharine Hepburn, and maybe they talk like Roseanne Barr. You’ve got to listen before you can find that out.

Use the phrases, metaphors and examples that your customers use. Describe their problems the way they do. When they give you testimonials, don’t clean up little grammar errors or odd turns of phrase. Keep as much of the original language as you can. A little imperfection shows that it’s real.

Obviously, to make this work, you have to get to a point where that language is natural to you. Parody makes for lousy advertising. If you’re Roseanne and your customer is Katharine, find someone who’s more like your customer to read through your stuff and help with the tone. You can’t make a real connection in a language that’s utterly foreign to you.

One giant advantage you have over Coca-Cola or Johnson & Johnson is that you can create a true sense of personal connection with your customers. Not every customer wants that, but you can find the ones who do.

The worst mistake small-business marketers make is thinking their market is anyone with a pulse. Find your Cynthia, and just write for her. (Even the non-Cynthias will respond to this, because your tone will be personal and genuinely friendly.) Have a cup of coffee with Cynthia when you sit down to write a blog post or an email newsletter article. Let her know what you can help her with today.

When you spend your time thinking about what else you could be doing to make Cynthia’s life better, you’ll start to see some very exciting things happen in your marketing.

So who’s your Cynthia? Let us know in the comments . . .

The Relationship Marketing Series

If you found this post useful, subscribe to my free email class on creating better content!

Flickr Creative Commons image by geeknerd99

The Toddler’s Guide to Salesmanship

They wreck our stuff, kill our sleep and chase away our non-parenting friends. But we still love ‘em and want to take care of them. I’ve learned a lot about effective persuasive communication from my three-year-old.

And it only makes sense. Toddlers are too small to do much, and lack their own credit cards, but they need the same food, shelter, love and amusements that anyone else does. All they have are their powers of persuasion.

These suggestions aren’t (just) tongue-in-cheek. Try them out in your own communication to make some stronger connections.

Don’t be afraid to repeat yourself

Parents of young children are typically broke, frustrated, chronically anxious, time-crunched and sleep-deprived. In this, they strongly resemble customers.

Toddlers know that when you’re speaking to a distracted audience, you might have to repeat your message 6 or 7 (or 60 or 70) times to get heard.

Repetition at toddler levels will drive your customers out of their minds. But you can repeat your message a lot more often than you think you can. Just like exhausted parents, your customers are only listening to you with half an ear. Be sure you’ve made your point enough times for them to get it.

Grown-up tip: Look for varied ways to convey the same message, or you’ll run into Are We There Yet Syndrome.

Look for ways to surprise and delight

My boy imperiously demanded some animal crackers the other day. “Animal crackers!”

“Hmm, what could you say that would make me want to give you animal crackers?” I said, in that mom way I have.

“Animal crackers, darling?” he said.

Darling bought him a lot more animal crackers than please would have. Their ability to surprise us and make us laugh is a big part of what keeps toddlers alive on those difficult parenting days.

Grown-up tip: It’s not always easy for us to reproduce the sideways logic of a toddler. Start by capturing all your ideas, including (especially) goofy ones. Set aside some time regularly to noodle on communication ideas that are “too silly” or “can’t work for me.”

When you come up with something both simple and surprising, you may just have a winner.

Use the language of your audience

The other day, my always-entertaining small person looked me in the eye and asked soberly, “Mama, is Papa maybe not a morning person?”

One of the vastly amusing things about toddlers is the way they repeat our phrasing exactly. This gets kind of stressful when we start worrying about the kid getting kicked out of Montessori school for R-rated language. But mostly it’s one of the great joys of hanging out with little kids.

Toddlers know that we hear best when we get a message that uses our own words.

Grown-up tip: One of the less-known uses of surveys and testimonials is to find the language of your customers. Look through everything your customers send you for wording you can mirror back to them. Artful, “writerly” language isn’t nearly as important as using the words and phrases that your customers do themselves.

Added 6/21: Don’t miss Bob Hoffman’s brilliant observation in the comments below that “clients are just toddlers with money.”

If you found this post useful, subscribe to my free email class on creating better content!

Flickr Creative Commons image by Kah_Zanon

The Three Bears of Social Media Marketing: Part 3 (Baby Bear)


By Sonia Simone

OK, if Mama Bear is about conversation and connection, and Papa Bear is about listening more than you talk (sometimes known as lurking), what's Baby Bear?

Baby Bear makes friends easily, and he always has a lot to say. He can be awfully cute—even adorable, if you do it right. So I hope you'll forgive him for not really being a bear at all.

Baby Bear makes himself useful

One of the smartest things you can do with social media tools is to make yourself useful. Take information, which we all have too much of, and turn it into something people can use.

Compile a bunch of good advice into a simple, readable format, or come up with a great framing metaphor to make a complex subject easier to understand. Take complicated stuff and make it easy. Take overwhelming stuff and make it manageable.

In other words, create a Baby Bear strategy: put together a whole bunch of killer content that solves a real problem or fulfills a real need.

A lot of folks mistakenly think that great content is the same thing as great writing. It's not, at all. Great content is useful. Great content does something to make people's lives better. It might save time, frustration, money or brain damage. There's lots of great content that just makes people giggle.

Great writing is nice, but completely optional. The audience for great writing is small (and shrinking), and there's an overabundance of great writing out there to consume. There are more brilliant novels than any of us can ever read in a lifetime, and that's not counting all the stellar nonfiction plus weekly doses of The New Yorker.

Please understand, I'm no fan of crummy writing. If good writing matters to you, by all means, learn to write well, and take pleasure from that. But great content is a lot easier to create than great writing, and has a much wider audience.

Baby Bear is friendly, whether or not he's social

There are true "social media" uses of a content strategy (like blogs) and then there are not-so-social uses (like email newsletters). But whether or not you have a mechanism for your readers to engage you in a true conversation isn't actually very important. Either way, having lots of useful, relevant content makes you look friendly.

The smartest content providers make their stuff feel like a conversation even when it isn't. Most good content uses a friendly, accessible voice and feels more like a letter from a pal than a textbook.

Most of us are influenced by our friends and by authority figures. A solid content strategy turns you into both. Every piece of useful content you create is like doing a small favor for your readers. It also establishes you as a smart, thoughtful authority on your subject.

Your content might suggest a rather chilly personality, like Jakob Nielsen's, or you may come across as a lovable train wreck like Dooce. It doesn't matter. Either way, readers who tune into your stream of regular content develop a connection with you over time. That connection translates into trust, which can be translated directly into dollars.

Baby Bear can't shut up

The tricky part about Baby Bear is you have to keep it going. It's work–enjoyable work most of the time, but it's still work.

A blog falls on the time-intensive end of things. The whole point of a blog is to provide lots of fresh content. Even blogs with good search tools (I'm working on getting that for you guys!) don't really invite dipping into your most compelling past content.

You also have no control over how readers work their way through your stuff. Which means if your great article on LOLcats requires a whole bunch of set-up, you don't have any way of making sure your readers have the right context.

Lately I've been falling hard for my email autoresponder. These are email programs that send a predefined sequence for you (like my 10-part marketing tool kit), which you can expand, move around, and generally evolve and refine to your heart's content. You can create a sequence of 3 messages or 3,000, the system doesn't care.

If you're already sending out an email newsletter and you don't use the autoresponder feature (you may have to dig, I didn't realize for months that Emma had one), you need to start now. You can create a sequence of your brainiest, most useful content and put it in front of every fresh reader.

And if you flake on getting your newsletter out in a timely way (like I do every month), you'll at least make a great first impression. Plus your readers stand some chance of remembering who the hell you are when you send something later.

If you've never thought about doing broadcast email but you think you want to start, in my opinion there is exactly one vendor to consider: Aweber. Their deliverability (percentage of messages that reach readers vs. spam filters) is just better than anyone else I've seen, their system is extremely easy to use, and they just added a whole bunch of gigantically useful analytics tools. Plus they're cheap.

Tell them Baby Bear sent you.

The Three Bears of Social Media Marketing: Part 2 (Papa Bear)


By Sonia Simone

OK, the Mama Bear of social media marketing is the customer conversation model. It's about connection, warm fuzzies, community, all that good stuff.

The Papa Bear model isn't quite so fuzzy. I call it Papa Bear because it's the model that makes the most sense for gigantic organizations, but it can also be an important social media strategy for individuals or smaller companies. It has a common sense side and a potentially creepy side. So let's get into it.

Their eyes and ears are everywhere

Let's say there's a gigantic packaged food company. Now let's say the gigantic company has a program to listen in on public blogs and forum discussions, and learns about a novel use for one of its products. Maybe they make a chewing gum that's particularly good at clearing dust from your throat. That might not be a feature anyone in the marketing department has ever promoted, but customers have noticed it on their own.

Maybe, then, people are chatting in forums and military support blogs about sending that gum to their family members fighting in Iraq and Afghanistan, to alleviate the choking dust that soldiers are facing there. The idea turns into a modest craze, with earnest volunteers coordinating sending cases of the stuff to soldiers deployed overseas.

Armed with the knowledge of this interesting new use of their product, the gigantic company now has all kinds of options. They can create ads around this particular feature, to reinforce the conversation that's already taking place. They can put special displays in supermarkets, saying that for every package of gum sold, the company will send a package to the military. Or the company could get their PR agency busy pitching the story, maybe coordinated with making a massive donation of the gum to the troops.

None of these has the gigantic company actually sending a representative to the online forum and chatting with the folks there. But it is still communication. The customers talk, the company listens and responds. It responds with action rather than literal conversation, but does that make it less meaningful?

Remember that adage, you have two ears and one mouth? You should therefore . . .

Listen twice as much as you talk

Papa Bear knows how to keep his mouth shut. He listens to what's going on. He finds out where his customers are hanging out. If he's really big, he might engage a company like Collective Intellect to analyze what's most significant about the conversation. (Subscribing to Sonia Simone in Google Alerts is pretty darned manageable to follow. Subscribing to "Coke" or "Mercedes" or "iPod" is not.)

Papa Bear watches the conversation and looks for themes. What are people upset about? What do they get really jazzed about? What's bugging them? What problems aren't getting solved? What great stuff are people saying about Papa Bear's competitors? Are Papa Bear's support people doing the right thing by customers, or are they prompting near-AOL level rants?

If Papa Bear isn't a multinational conglomerate (or possibly even if he is), he might be able to morph into Mama Bear and enter the conversation on a human level. But it's a good idea to spend at least some of your time in Papa Bear mode. People will always speak a little more freely about you if they don't realize you're in the room.

Is it too sneaky?

Online media have an unappealing word for this behavior: lurking. It conjures up a picture of some creepy guy hiding in the bushes outside your window.

So what do you think of Papa Bear? Is it sneaky and deceptive to listen quietly on the public conversation? Should we always step out of the shadows and make our presence known?

And is listening (and following up with action) "real" communication, or just eavesdropping?

I'd love to hear your thoughts in the comments!

Next in the series, of course, is Baby Bear. He's adorable, cuddly, and . . . not actually a bear at all. Subscribe in a reader or by email so you don't miss him!

Flickr Creative Commons image by thelearnr

The Three Bears of Social Media Marketing: Part 1 (Mama Bear)


By Sonia Simone

The Ad Contrarian Bob Hoffman, who can always be counted on to spice things up, wrote a thought-provoking post for Copyblogger last week about the lack of real interactivity for the huge majority of Web users.

Bob has long held that the idealistic social media model of a rich, layered conversation replacing traditional advertising doesn't scale, and makes no sense for products like frozen chicken, floor wax, etc. Actually, I believe the expression "complete bullshit" may have come into play.

While I definitely fall into the category Bob calls "online zealot," I also think it makes sense to look at this stuff with your critical faculties fully engaged. One thing I've noticed is that the follow-up conversations I've seen talk about "social media marketing" or "conversation marketing" like it was one thing. In fact, there are a lot of different flavors.

There are three I find particularly interesting, so I thought I'd share those different models with you, along with my take on the pros and cons of each. To make them a little more memorable, each one is associated with one of the three bears. Yes, it's a dopey gimmick, but if I can use cute pictures of bears, you'd better believe I'll take advantage of it.

The customer conversation model

Customer conversation is what I think of as the "Mama Bear" model. It's all about love and connection–except when it's pissed off, at which point it becomes one of the scariest things you will ever encounter.

This is the classic Cluetrain Manifesto paradigm. Instead of mass advertising that gets broadcast to duped, mindless consumers, companies have complex conversations with their customers. Geoff Livingston expands this to say that there are no more audiences or consumers, only communities.

There are two common criticisms of this model. One is that it can't scale–not everyone who likes Budweiser can engage in a conversation with Budweiser.

The other, which I think is more pertinent, is that no one in his right mind wants to engage in a conversation with Budweiser.

There are a couple of things to keep in mind about the conversation model.

It's always a spectator sport

In any given online community, usually no more than 1% of users ever post anything to the conversation. In fact, that number can be far, far lower.

It's a common mistake to assume that the only people influenced by the conversation are the ones who actively add to it. But customers can and will watch how you conduct yourself in a conversation of this kind and make decisions about how trustworthy you are.

Hoffman's certainly right that those lurkers are not really "interacting" with the conversation, they're consuming it. But the interactive model informs their buying decisions all the same.

For bloggers, this means that your commenters may very well not be your customers–but they're providing the entertainment for your customers, and making you look good in front of them. This is not to be sneezed at.

Does that mean it's "not really social media," or that the customer conversation is just a really complicated ad? You can decide for yourself if it's "real social media" or not, and if that question is even important to you.

It works for some organizations and not for others

Southwest Air gets an insane amount of goodwill from its blog "Nuts About Southwest."

At least from my casual observation, the scandal over Southwest's safety rules hasn't cost them their community, although it must have dented it. People feel less LUV when it looks like you're willing to roll the dice with their lives. In fact, when you've convinced them to trust and care about you, it makes the betrayal hurt more. But fresh-faced Southwest employees continue to make heartfelt posts, and those posts receive comments from at least some customers who are still drinking the Kool-Aid.

Scandal or no, Nuts About Southwest works for a couple of reasons. First, Southwest has a folksy, little-guy corporate culture. Most of their employees seem not to hate their jobs, which is actually pretty damned astonishing. Southwest's warm, friendly workforce effortlessly (it seems) give a human face to their blog, and so to their company.

A United or a Delta are never going to be able to successfully reproduce that model. Neither their employees nor their management are wired for it.

Probably more important, there are people out there who actually want to have a conversation with scrappy, personable little Southwest. No sane customer wants to have a conversation with any of the giant airlines, unless it includes a lot of inventive profanity.

It ain't the only way

The customer conversation model has a lot going for it if you have the right kind of organization.

Namely, you need enough articulate, dedicated employees who can keep the conversation going. Even harder (and more important), management needs a heroic level of trust to allow those folks to be honest, even to the point of allowing them to knock the company every once in awhile.

But there are a couple of other models I find extremely interesting–what I call the lurker/spy model (Papa Bear) and the friendly authority content model (Baby Bear). I'll unpack both of those for you in the next few posts.

If you want to learn more about the model I personally find to be juuuussst right, subscribe to the blog feed to make sure you get the rest of the conversation! Catch you in a day or two . . .