Squirrel Marketing Episode 10 – Apple – Steve Jobs vs Microsoft – Bill Gates

In the latest episode, Bill and Jeffrey take on the case study of Apple – Steve Jobs vs. Microsoft – Bill Gates and how they revolutionized modern technology with a few unexpected twists and turns along the way. 

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Welcome to squirrel marketing. This is Bill Bronson, marketing guru and I have successful sportscaster sports podcaster excuse me, the same thing. Jeffrey Coop Cooperstein. Sorry about that Jeffrey.

I like it well, we will go with that

I’m gonna settle on something one of these days

I like that. I like the variation. Okay. The coop Meister, that’s fine, too. Okay, whatever you want.

But Jeffrey’s here with me. And we’ve been talking a little bit about Apple, and Apple and Microsoft strategic alliance, or lack of Alliance was kind of a rocky deal, that we’re gonna dig into that a little bit. But first, but first, Jeffrey, I wanted to ask you. I said, I talked about successful sports podcaster. But I haven’t really asked you about the background of that. So what, what kind of podcasting? Have you done? Or Or do you do on a regular basis.

So about four or five years ago, I started at the ESPN Radio Station, here in the DFW area. And shortly after that, I started doing a podcast affiliated with them. And it was with it was with a co host. And we did that for about a year or so. And then, you know, I just I’ve not stopped doing it ever since I have, you know, General sports podcast. And then when the maverick startup here in a couple of weeks, I’ll have a maverick specific podcast as well. The app so you can find my content all over online. Yeah. Appreciate that. So what do people search for if they want to hear you so you can go to you’ll be able to go to Mavs moneyball.com and you can find me there or you can find me on any podcast platform that you’d like.

And you just type in Jeffrey Cooperstein. And as Jeffrey spelled like a normal Jeffrey now I know you’re weird. Yeah, correct. Well, that’s pretty cool. Yeah. Appreciate it. And so you your family’s kind of in sports too, though. or thinking or do you have other people in your family? Yeah, my dad is my dad. My dad was is a is a sports broadcaster as well. And that’s kind of how I got the passion for it. Right. Got it. Anybody else in your family in sports?

No. Just uh, just my dad.

But y’all are big Mavs fans.

Yeah, my dad is the announcer for the Mavericks. That’s awesome. So that’s one thing that stands for sure. So you had to have been kind of enamored by that like, you know, for sure. The games, you got to hang out and see the players. Yeah, I grew up growing up. I mean, it was a kid just dream. Like, I got to go to a bunch of games, not just Mavericks. I mean, any sport. Usually got pretty good seats and good parking. Sure. And all that so yeah, no, it was awesome. And you’re gonna be starting up an independent podcast pretty soon. I heard.

Yes. That’ll be that’ll be the Mavericks one. They start. December 23. is their first nice, right. Yep. So starting After that, I’ll be I’ll be doing a mouse pocket. Pretty cool. Alright, well, so I guess, being around all those people. You get to hang out with Mark Cuban a little bit.

I’ve met him a couple times. I’ve met him a few times.

Yeah. What do you think about him? He’s great guy. He really is a nice guy. I mean, he I think so too. I don’t agree with everything is a politically but he he’s very honest. And he’ll tell you whether something’s right or wrong. And he I mean, and he treats everyone the same whether it’s a bigwig reporter who’s making millions or if it’s you know, scrubs, like me and anybody else like he treats everyone the same.

Seems pretty cool. So now he’s a cool guy. He does right by his by his people.

I don’t see him as a narcissist.

No, I don’t think so either.

I think he seems generous and philanthropic. He always admits that he doesn’t know what he doesn’t know. And has people that know what he doesn’t know. So how did you get so rich? I mean, how does it so he was big in the internet’s infancy, infancy. And he sold broadcast comm for multiple billions of dollars. Wow. And I believe right around 2000.

So he just had a website. Yeah, he had a website. He had software that was patented, sold it for billions and then bought the Mavs there you go bought the Mavs in 1000. That’s really cool. I mean, that’s everybody’s Dream on the internet is Yeah, to have a cool site or something and get bought out. Yeah.

And he has a cool story. I mean, he moved to Dallas. I think it was I think, in late 70s he didn’t have a nickel to his name. And this is one of the biggest, you know, bubbles in the US now. So yeah, early adopters. Yeah, Ashton Kutcher has made a lot of money there. And then, you know, of course, Facebook.

Yeah. That’s a whole nother podcast.

It’s a whole dish, but we could do a lot of stuff on early adopters. Yeah. Elan Musk was a doctor and in fact, We’re gonna talk about him just a second On this episode, but so let’s go ahead and dig in, I guess to the topic. We’re going to talk about Apple versus Microsoft. So when you think of Apple, you think of iPhones, iPads, air pods, MacBook Air pods, right. But the early days were totally different. And it’s pretty interesting. So we wanted to talk about Bill Gates and Steve Jobs, really not Apple and Microsoft, it’s really comes down to the two really influential heads of the snake, if you will, the two leaders, and both of them incredibly dynamic people. One, I would say more interesting than the other. Absolute, one’s an accountant. And the other one’s an eccentric fashion. They’re both they both become eccentric, because of the level of success, monetary success. And fame. You know, and when the government asks you nicely to please come talk to them and flies you up? You know? That’s pretty cool.

Yeah. When the government seeking advice from you, you’ve never done something right. Will you please come talk to us?

Yeah.

So how did Bill Gates and Steve Jobs meet? You know, I don’t know. I did a little research, obviously. And so I was thinking that maybe they were together on developing a computer and they had a falling out and split ways or whatever. That’s not really the case. There was a 1975 Popular Mechanics magazine that came out. And it had something in there called the Altair, which was a do it yourself computer. And not the kind of computer you’re thinking this was a computer that would just could do a math problem, maybe or something, right. But it was a basic computer. And it was a kit, it was 400 and something dollars in 1975. That’s a lot of money, a lot of money. But it featured it was the very first personal computer kit. And so bill saw the article, and so did Steve. And there, what do you call them their sidekicks. So we had Steve Wozniak, with Steve Jobs. And then I forget the guy’s name was Bill Gates. Was his is Steve our Steve Ballmer. Well, Steve Ballmer was the CEO of Microsoft, he now owns the Los Angeles Clippers.

Yeah, no, it wasn’t him. It was someone else. But it was an early an early childhood friend, or whoever it was his buddy. And so they both saw this article, and they both got interested in it. And so this club, these, I think they were French Canadians who had this, this company, the very excellent Computer Club, or something, I don’t remember. But anyway, they all formed this group called the Homebrew Computer Club. And Steve was a member. And Bill was a member. And so they all got together, they were writing software, they were coming up with ideas, they were having all kinds of fun. They, of course, couldn’t be wasting their time on computer games, or texting or anything except playing some record, right. And so they had a lot of brain time to conceptualize and invent things. So they all had this, this passion for building something that didn’t exist yet in the form of computers or software. And so through this club, they started, Bill started to produce something called basic which, in my background, I used to program in something called Apple basic. And I remember that was a Mac thing. But it wasn’t a Steve Jobs thing. It was a Bill Gates thing. So the apple basic the operating system of the Apple computer that I had, was written by Bill Gates. And so Microsoft actually produced the software for Apple computers. And I didn’t know that. The reason why the Apple computers are so much more stable or secure than Microsoft or PCs, is not because of the Microsoft software. It’s because Microsoft PC based computers, I should say PCs allow anybody to write software for them, whereas Apple computers only allowed Bill Gates to write software for.

That’s interesting. So the reason Mac’s never get infected with viruses or malware or anything like that is because of Bill Gates.

One of the reasons and the other reason is encryption. The way that it was written, it’s, it’s got its, it’s better produced, it’s just it’s better software. And, and the hardware to the hardware kind of dictates what kind of software can run it. You know, it’s like, Okay, this is the hardware Now, how do we control this hardware. So it has a lot to do with how you produce the software, but, but PCs allow anybody to write for them. You can write any software package and throw it on a PC, but you can’t do that with an apple computer. So anyway, so this apple basic, the members of this club is Homebrew Computer Club. We’re giving this computer operating system out for free. And Bill Gates got really pissed off about it. Yeah, he wrote a letter going, Hey, you know, basically, there’s no way that you can write good software for free, you guys need to pay up. So for every, for every instance of the software, they had to pay him. And that’s where he started to monetize. And, and Steve Jobs felt the same way. And the rest of the club didn’t In fact, Steve Wozniak, His goal was to produce computers and software and give it to the world for free. And he was broke. Yeah, that’s crazy. But they were all sort of like hippies, right. They were all free spirits, free everything. And he just wanted to do it for the love of the of the thing. Really interesting stuff. So they both saw this opportunity. And they met at that club, you know, over their vision of capitalistic, inventive evolutionary kind of a thing. And it was really interesting. In fact, there’s some really cool movies about that whole thing that people can watch if they want to see more about the history and the interaction between the two. So I made a list of a couple. There’s one called Triumph of the nerds. 1996. It’s about Bill Gates.

And I think I’ve seen that one. Have you really? Yeah.

How about Pirates of Silicon Valley? 1999. Steve Jobs billion buck hippy 2011.

Is that the one with Ashton Kutcher? No. I saw two Steve Jobs movies. One was Ashton Kutcher. I can’t remember the other one was well, coming up to more current times we have jobs. 2013. Yes. Ashton Kutcher. Yeah. Then we have AI Steve. same year. Yes. Okay. That’s all both, which was apparently kind of weird. It was a satire. Yeah. And then Halt and Catch fire. 2014. Not really sure what that’s about. And then Steve Jobs, the man and the machine 2015.

I haven’t seen that one, either.

But there’s been a lot of documentaries and novels. And they even have some plays about them. It’s kind of funny, like Broadway.

Yeah, I’m not Broadway. But I mean, these people should be documented in this way. Because think about how influential Apple is in our society. We wouldn’t live without apple. I know you have an iPhone and an iPad. I have five or six different Apple products. I mean, Apple is so integral to what we do. Yeah, for everything.

I think Steve finally learned from Bill. Because I mean, so go with me on this for a second. So when they started out, Apple produced computers, it was called Apple computers, Microsoft, it’s built into their name software. Microsoft was software. Apple was computer hardware. They had two different things. They were not competing. As soon as they started to compete. As soon as they weren’t collaborating on something, but started to compete with the same deal. They got in a huge battle. Mm hmm. And so I don’t know if everybody knows what happened here, but the war before the war happened. Microsoft believed in Apple so much that Bill Gates actually said that next year, we’re going to make nearly half of our income from selling Apple software.

I mean, so basically, they were selling the software that goes on Mac computers.

And anyway, gates even said that Mac was the most revolutionary computing machine he had ever seen, and thought that it was such a high standard that it would create a whole new possibility for the world, which I did.

Right. Well, so. And then so Compaq was involved. Also on the PC side of things, and we had Tandy and all that. So before the war, man, they were like, close to friends. Yeah. But so what happened? It was over an operating system, it was over windows. So in the well, the 80s and 90s, there was this big culture war between Apple people and PC people. And the same today is absolutely Well, it’s, well, it’s Apple versus Android. And then also Apple versus, or Mac versus PC. And so jobs accused gates, this was in 80. In the 80s, I forget when but so jobs accused gates of stealing their plans for a graphical interface or their goi user graphical user interface. And it was developed by Xerox actually, really?

Xerox? Yeah. So Xerox Corporation was the big boy on the block. And they developed the graphical interface, possibly for their machines to graphically be able to choose options or machines, right, the copiers and stuff. So they had that idea of, of a basically a digital push button, push screen kind of deal. Or at least back then maybe you would arrow up or down and hit enter or something on the machine.

But so gates, so jobs accused gates of stealing Apple’s graphical interface for their computer, which became windows one.

So jobs says windows one was stolen by Bill Gates, basically, that’s unsurprising. Well, so gates response was a metaphor. He responded. He said, let’s say we both have a rich neighbor named Xerox. And I broke in the house to steal their operating system. But I found out you’d already stolen it.

That’s what Gates said. Yeah. Interesting.

So his, his thought for the his whole thing. His whole defense was, he didn’t steal it from Steve. He stole it from the fellow from Xerox. And they both stole it from Xerox. It’s just one of them stolen. Sears.

That’s funny.

And this went on for 10 years, there was appeals and, and it was thrown out.

This went into legal trouble when in the late 80s. Yeah, so Apple sued Microsoft. And this was in 88. And then in 98, it finally kind of dissipated. Crazy, though. So right then, though, right, then when all this happened, and right when jobs accused gates of this Jobs was ousted, as CEO, they threw him out his own company, his own company. And so he’s like, okay, screw you guys. I’m gonna start next. And next was the exact same type of thing except not for the personal computer. It was for higher education, institutional computers, and software. And he built that and built that up to where when he finally came back into the company, when they finally brought him back. They bought it for like, I don’t know $400 million or something.

That’s a quick way to make money.

Exactly it was a 12 year exile. And so in that 12 years, jobs built next, and Apple acquired next for $429 million, that long, 12 years. So he back until 2010, well, he was still kind of back. Kind of they were like, please help us. We’re drowning. And he was like, nope. He’s like, Hey, you know, but he was an ingenious move. And I remember seeing the movie. And I was like, Oh my gosh, that guy’s just amazing. He’s, he was a very smart guy. He obviously rubbed people the wrong way. Yeah, certain times.

But his company.

Yeah. I mean, anyone at that level of thinking and innovation is going to rub people the wrong way.

Yeah, so it was 97 when he came back, and Apple was in big time financial trouble.

So thanks to the poor management, Gil Amelio, I guess was the CEOs name. In jobs absence, buddy. He had other hits and weird stuff. He had some weird projects going on, and just didn’t do well. So they were in big time trouble. So. So Apple, the board decided we’re going to do something.

And Apple came back, Steve Jobs came back to Apple. And then Steve and Bill met. And here’s the cool part. Bill Gates invested $150 million in Apple stock to help Apple right the ship when jobs came back. Hmm. So that was sort of it was, it’s the end. Also, it ended all their act of goodwill. Yeah, well, yeah. In the dollar litigation. First of all, that was part of the agreement. So here, I’m going to buy all this stock and help you out. But you’re going to end these, these litigations and this copyright infringement stuff. And we’re just going to start from scratch again. Which was really cool. Because jobs felt like Apple had forgotten who they were. And they focused away too much on beating Microsoft to the point where they won’t they were not focused on innovation, which anybody who gets caught up in rivalry suppresses their future ability to innovate, you know, and be creative. So actually just hurts everybody when you’re that way. We saw that with the presidential stuff. Where when you spend too much time hating the other person, you know, you’re not going forward? Yeah. For instance, I didn’t see in the Democratic Party, where they had a platform, other than we hate Trump. That was it was what do you believe in? We believe in beating Trump, that’s really it. So I would have rather have seen both sides focus on what they wanted to do for people. Same thing with companies, I would like to see companies less focused on beating each other and more about the product furthering the Yeah, furthering everything. And you can take a lesson from this Microsoft, kind of as a rule hated apple. And they invested 150 million to help them out. And they had a buyout in in the contract for 2003. So they sold it back to Apple in 2003. Just so that was basically alone, essentially, it was alone. And they well, Bill believed that Steve could write the ship. Yeah. And he believed that the stock would be worth more and in. What was that? Three, four or five years? And so he felt like, okay, in five or six years, I think that it’s going to be worth more, we’re going to make money. It’s a win situation. Let’s end all this litigation. Let’s be civil to each other again. And in that one decision, Microsoft Office became available on Macintosh computers. Oh, that was part of the deal as well. So if you remember, my Apple computers, one of the big problems was the limited library of software available, and everybody in banks and institutions, and companies needed Microsoft Word. Because that Word and Excel, were really the two main backbones of business. And then PowerPoint. Yeah, but those were the main three. And then institutions were also using the database stuff, too. We won’t talk about that. But it was not a good product. But words cool, Excel school. And PowerPoints. Awesome. So when you look at those three things, those were not available on Apple.

That’s crazy to think about because now Everything has Microsoft on it, even apple.

It was not that long ago that I had a teacher send a file from their Mac. And I couldn’t open it in Word. That’s because they didn’t save it as a doc file, right? So it was not that long ago. And so this stuff really is just now coming to where you can buy an Apple Computer and run superior software on it. But you can also run the backbone of Microsoft Office on it.

And this is kind of going on a squirrel here. But Google has now taken the Microsoft, you know, family of products and put them in a cloud based server.

Yeah, so now all the software doesn’t have to be loaded onto a computer you can access from anywhere. And let me tell you something. It’s not a secret. But this is why I finally decided to move to Mac I hate hated dislike PCs. Because every time I turn around, something screwed up.

Absolutely no, but the GPU freezes, my screen freezes, it shuts down for no reason. And I lost everything, whatever. And it’s happened so many times. And I’m like, you know what, forget this, I’m going to do a mirror, I did a raid mirror with hard drives. So I would never lose anything. And I had to go to all this trouble. It reminds me squirrel that my new dog keeps digging holes in my backyard and my brand new saw the brand new side that I bought, which is this Palisades Zoysia is a pain in the rear to put down, it takes a long time to take hold. And then this dog goes out there and sort of dig in holes in it, and mess it all up. That was quite a squirrel. Well, that it reminded me of the computer. I mean, because every time I got made some progress, it would freeze or screw up or I’d have to buy a new ram stick or whatever. A sick of it. And so finally, Now that everything’s cloud based, and I just need access to the internet with some superior hardware, I’m going apple and I did and it’s awesome.

Apples the best. I’ve had the Mac computer for five years now. And it still works perfectly. Well. My friend Jeff said he has one of those cheese graders they call it it’s a it’s a tower system. But it’s got like this loop on it looks like a cheese grater. Yeah, you’re talking about? And he said it’s an old server from like some like I don’t know, oh, wait. Oh, wow. And he says it’s as fast as it’s ever been. That’s crazy. So, yeah, but so back to what we were talking about. So. So Bill helped Steve out with this loan. And not long after that. They came out with what we’re talking about now is the iPod.

I remember the remember the first iPod coming out.

Okay, so until now until then, really? Apple was PC or personal computer hardware. That’s all they were. Really they were developing their own software to some extent. They were collaborating with Microsoft on software. But these other this other digital music with the Sony Walkman. Yeah, right. Yeah. Kind of reminds me of Harley versus Honda. The Sony Walkman. Well, Sony dominated that industry, even from the cassette tape. So it from it was RCA with record players and techniques and pioneer and all that. Yep. I mean, that was lucky German companies were involved in Dutch. Yeah. So then the Japanese came in when? When compact discs I mean when cassette tapes came. So then you saw Sony Walkman. You saw Panasonic you saw some of the other and then CDs of course. But then when it wasn’t physical, it was all digital. Then you had the reo? Do you remember hearing about ay. mp3 player called the reo. I bought one for my daughter A long time ago. It was it was an I think for my wife too. But it was a reo. And it was an mp3 player. It helped 15 songs. And it was pretty cool. You could you could basically play an album. digitally. Yeah. Well The iPod came out and dwarfed it.

No, I remember. Yeah. 500 songs. And in that ingenious little wheel that you spun around, yep. To get through the menus, so that one was 500 songs. I want to look at my phone right now and see how many songs I have. It’s, I have multiple 1000s of songs on my phone, but 23,000 songs on your phone. We won’t talk about the phone yet. We’re gonna talk about how Apple killed the the mobile phone industry. Okay, we can actually we’re going to talk about how Apple killed the mp3 player industry, we can do that. But so after they developed and launched the iPod, they, they were in direct competition with Rio. But there was not a really good way for people to put songs, new songs to find the mp3, there was the services you could download. And there was a lot of pirating going on incomes, Sean Parker.

So then, Sean Parker is that limewire Oh, okay. Do you remember that part about the on the social network? So he’s the guy from Stanford, who was buddies with Zuckerberg? limewire is the thing where you would download torrents and illegally download songs onto your phone before Pirate Bay? Yes.

All that. Yeah.

So yeah, but so that’s how iTunes came about. iTunes came about because Steve Jobs wanted a legal way for people to access music, yeah, for their player. And then they started to say, put all of your music on the player, not just the music you buy from us. And so that they created the iTunes, PC app that you could install on your computer on a Windows computer and manage your iPod from it.

Isn’t that crazy? how all of this happened in the last 15 years essentially?

Exactly. So it’s really amazing. So but that’s the strategy that’s their strategy was. So before we get into that, let’s get last question. How did a computer company enter a new market of music and music players and dominate it in 10 years time?

Strategy comes from a Greek word called strategos, which means the art of the general. And so it’s like since his book, The Art of War. It’s war. When you enter a market and you attempt to take over a market, it’s war. You have to assess your competitors, strengths and weaknesses. It’s the whole SWOT analysis all comes back. Yeah, you do a SWOT on your competitors and on yourself. And you find commonalities you find discrepancies, you find opportunities. And what, what Apple did, they did research and they found deficiencies and what was being offered. They sort of created a vision for a better future. And then they offered a superior product and a new process on how to use it. So you didn’t have to go the internet and find this. These mp3 is all over the place and pirate on they’re all on iTunes, iTunes, you could buy them it was 99 cents or whatever for a song. And they started monetizing. So then they came up with this revenue share system for artists, where you’re buying the song. Yeah. And then and then other like Pandora came in where it was a totally new innovative model where you’re back, you’re actually renting the song. You only you can only listen to the song while you’re paying the membership. Which is weird that that was a whole well, like Twilight Zone. Well, the thing is, yes, that was weird at the time. But Pandora set the stage for what Apple Music and what Spotify is now, where you pay. I think I paid $10 a month for Apple Music. You don’t have to pay for the individual song like he used to. And you just stream your stream everything right? That was Pandora 12 years ago.

Exactly. And they went through a lot of trouble, but we might do a podcast on Pandora. But yeah, so. Oh, and consequently if you register for a class and you’re in school, it’s five bucks. Anyway, on our Apple Music Oh yes. I remember that because I got the I got the discount.

So yeah, but so Apple broke into the market. in the music business dwarfed Rio created a new app. software to serve the music and monetize the music and revenue. Share with the art So is that it was genius. And then they protected their brand by opening retail stores. Which even further made it easy for people to say, I don’t really know how to use this thing. So they’d walk into an apple store and they teach them. They would teach them and then at the same time, sell their other ancillary products.

Yeah, you know, what, some new earbuds or whatever and, or, by the way, we have a new version of that iPod? Would you like to trade it in? Or Yeah, whatever. It was amazing. So, but they kind of solidified their brand, they’ve protected their brand with the retail stores and created a cult following. And the logo was genius. It’s an apple with a bite out of it. Yeah. Take a bite out of the apple. And the psychology behind the brand is just genius.

It’s great. I mean, it’s, for me the most recognizable logo in the world.

Yeah, I mean, it’s symbolizes. It symbolizes. Participating in a little bit of the good life.

Yeah, absolutely. Right. Yeah.

You see it, you’re like, Oh, that’s really cool. In fact, I had a Compaq computer laptop. And I wanted it to be a MacBook so bad. I had, I didn’t have any money. And I had this old beat up. Windows XP laptop. It was a Dell workhorse. You couldn’t kill it. I liked it. But I wished it were a MacBook. And I had a little sticker I got from Apple when I bought my iPhone. I stuck it on the over the Dell iMac. I made a Mac nice. Absolutely. But so anyway, so that’s kind of a history of Steve Jobs and Bill Gates and, and to revolutionaries, for sure.

I learned a lot about it by researching it. And I had known a lot of this stuff anyway. But I really started looking at it from a marketing standpoint, because this is a marketing podcast. And we’re looking at strategic movement, we’re looking at creating strategy, innovation. And really, the 2007 the five conference interview, I don’t know if you’ve seen it between Bill Gates, and Steve Jobs on stage together was really incredible. And instead of taking pop shots at each other, they were complimentary of each other. They were cordial. They, in fact, I think it forged somewhat of a rekindled friendship. Because right after that, or I don’t know if it was right after that, or right before it. I think it was before it. Jobs announced the iPhone, which that was that just blew everybody away. Yeah. Well, that keynote speech. People still study that speech. It was so well delivered.

Absolutely. I studied it in speech class in college. I mean, the iPhone speech was, I mean, it is it is one of the best speeches of all time, just not because of the technological innovation that it had. But the way in which jobs presented it.

No, absolutely. Um, in fact, I watched a TED talk. If you go to TEDx, and you search for Nancy Duarte, the pattern of a great speech or something like that, Nancy Duarte, very entertaining, very intelligent lady, I really enjoy it. In fact, I’ve watched it probably 30 times from start to finish, because I wanted to hear everything she said again. So she analyzed great speeches, the Steve Jobs 2007 iPhone launch, the Gettysburg Address, President Lincoln and the I Have a Dream speech, Martin Luther King, I mean, just think about that. You have the Gettysburg Address, which was where that was the abolition of slavery. Right? You have I have a dream, which is basically the speech that moved the needle along to end segregation. And then an apple speech. Yeah, we’re talking in the same breath. It wasn’t racially categorized. But it is something moving that changes the world for the better. Yeah. And the iPhone, the iPhone, we’re gonna have a whole show on we can get we can get into that.

Because obviously, it’s so revolutionary in so many ways, and people don’t even understand it. When I say that until we do get it. I mean, it is. It is unfathomably I can’t even say that word correctly. unfathomably revolutionary in what you can do With an iPhone now, even back then it was, but now it’s ridiculous.

Oh, it’s a PC in your hand. That’s Macintosh. It’s a, it’s a Macintosh in your hand that in 1976 was the size of this room.

Right? In fact, they’re moving the Mac, iOS more towards the iOS system, where the icons are consistent. And, and they’ve been doing that for years. But now they’re moving it more and more. And other than the Mac Mini, it would be cool if the IMAX were all touchscreen. Just big iPads.

Yeah, I could see that. But that’s why they have the iPad Pro.

Yeah, their product. Yeah, but it’s not 27 inches.

It’s what? It’s probably what? 13 or 14 inches?

I want the big screen. Yeah, I want to see it all, you know, and I’d like to be able to move one window to the other side with my hand. That’d be really cool. And we’re getting there. I mean, not for me. I’ve got a big huge curved screen with a Mac Mini mounted behind it on the wall. And all you see is the is the monitor. Yeah, it’s already cool. It’s all behind it. And it’s got a subwoofer system, and everything’s pretty cool. So I’ll show you a picture. Yeah. So anyway, ending this talk. I know we’re kind of rambling. Now. We’ll go ahead and wrap this up. The ending comments here, Steve Jobs passed away October of 2011. It was very sad. He may not have been friendly to a lot of people, but he was definitely influential. And at the time, his net worth was about $10 billion. That’s B with B, that’s with a B, that billion the B could knock you over. I mean, you talk about somebody having $10 million. You’re like, Oh, that’s a lot of money. billion as a lot of B. So at the time, Bill Gates was worth about 50. Which he monetized better. And he didn’t have quite the turmoil right involved and all the start over 12 years in exile. I mean, so I would venture to guess they would both be worth the same. If had there not been had there not been all that turmoil. But currently the three richest men on Earth, Jeff Bezos at 109 180 9 billion we have, we have to get an Amazon episode in here saying we will. I know you’ve been hesitant on it.

But we got to do it. I don’t know why I think Amazon’s evil but because I order from them all the time.

Well, yeah, I mean, they are evil, but we all were what we’ll get an Amazon their tactics are you talking about? But so Elan Musk, who I really like he’s, he’s out there with some ideas, but I think he’s a genius. I think he’s a genius. And he’s a genuine guy.

130 6 billion. And I want to Tesla, dang it. I want one now that go to the show. There’s a Tesla shop a mile away from him, okay, 90 grand.

I don’t have but yet, unless we get a Patreon account going here. And then Bill Gates currently at 120 billion. So that’s a three which richest men on Earth. I didn’t include the females because I’m sure they’re up there too. And I didn’t do the research on that. I just looked at Steve Jobs and Bill Gates really.

Anyway, we’re going to talk about next we’ll talk about how Apple sniped the mobile phone industry and killed mp3 players everywhere, including their own on the next episode of squirrel marketing. Until then, see ya Have a good weekend.

Squirrel Marketing Youtube Channel https://www.youtube.com/channel/UCPkNjVRe5aD-JZwE6Beh8UA

Squirrel Marketing Podcast Page https://squirrelmarketing.buzzsprout.com/

TopLocal.org is an advertising co-op grass-roots movement to help locally-owned businesses develop a non-competing group of business owners in a particular zip code to increase traffic and sales. https://www.toplocal.org/

The Mortgage Millionaire Book – Sales and Life Strategies That Can Take You To The Next Level. https://www.barnesandnoble.com/w/the-mortgage-millionaire-william-b-bronson/1115389914

Squirrel Marketing Episode 9 – Harley Davidson vs Honda…Turf Wars

Join marketing guru William “Bill” Bronson and successful sports podcaster Jeffrey Cooperstein as they dive deep into the world of marketing and chase squirrels in all directions.

Squirrel Marketing Youtube Channel

https://www.youtube.com/channel/UCPkNjVRe5aD-JZwE6Beh8UA

Squirrel Marketing Podcast Page

https://squirrelmarketing.buzzsprout.com/

all right welcome to squirrel marketing podcast this is bill bronson marketing guru and i’ve got jeffrey the coopster cooperstein the koopster i added that uh sports podcast legend and we’re coming to you live here from empower brokerage yes it is uh insurance health insurance life insurance annuities brokerage and the cool thing about empower brokerage is that they can search the country for the best prices and they’re not tied to one carrier so it’s pretty cool yeah yeah empowerbrokerage.com if you want to check them out get a quote um our fine work see the fine work yeah a lot of a lot of hard-working people here so but uh today we’re gonna talk about harley-davidson and i was thinking jeffrey we would start doing some maybe case studies about different companies and take a look at history take a look at what’s happened yeah so that we can learn from it yeah exactly and you know with with big companies like harley and uh you know there there are so many different case studies that we can we can look at to to try to learn from and and try to take things from and implement that into into our strategy into your strategy so uh no it’ll it’ll definitely be fun i’m not a huge motorcycle guy but i know harley is one of the most recognizable brands in the world so yeah absolutely it’s got a rich history and we’ll talk about some of that’s very interesting and then one of the things that we’ll do after a while i’m not sure if we’ll do it next or we’ll do it after a few different companies but we’ll take a look at something called and you can google this before you listen to the podcast but it’s called porters five forces that shape strategy so porter’s five competitive forces that shape strategy so what we’ll do is we’ll take a look at these company case studies we’ll talk about them and then and then we’ll take that and make sense of it along the way as well as afterwards we’ll really dig deep into porter’s five forces uh theory and and how you can take uh your company or your endeavor and really create a good competitive strategy so you can move forward and and compete so all right let’s dig into it so harley-davidson little history um most of you know harley-davidson is an american icon um cool fact is uh they’re one of two companies one of two american motorcycle companies that survived the great depression interesting didn’t know that and uh oddly enough um both these companies kind of started in the same area so milwaukee and um it’s indian and harley and when do you think harley davidson started business when do you think they made the first made their first murder i know it was early it had what around 1910 close yeah you’re close 1901 is when uh a 20 year old named william harley and his childhood friend named arthur davidson uh they didn’t spend their time video gaming because they didn’t have any video games yeah they didn’t have those back then they spent their time in the garage making stuff and in fact one of them worked at a machine shop and uh i guess in milwaukee that was a big thing uh steel industrial yeah foundry and a tool and dye company and these kinds of things a lot of steel working going on a lot of factory stuff but man just the innovative thought these guys um there were a lot of hills i guess in milwaukee and or are but i guess the hills prompted them to get sick of walking up and down the hills and and sick of riding their bikes up and down the hills it’s a lot of work and they came up with the idea that maybe they would uh put a motor on on the bicycle or something you know and so william harley started tinkering around with designs for a small engine to power his bicycle and that’s why one of the first motorcycles looks like a bicycle with an engine on it i mean it’s just it looks very similar to one of those uh old ones well the nostalgic what do they call them the flyer or the the beachcomber looking about motorcycle the bicycle and um here’s another little cool little tidbit i mean i was reading about this and just everything started coming together for me because i don’t know if you’ve been around boats but have you ever heard of an evinrude motor no i’m not i’m not familiar with boats motorcycles any of these machinery because you’re a video gamer i’m a video gamer yeah i’m a sports guy you know that yeah i know the sports cat podcast sports podcast legend okay so no evinrude is um is a notable boat motor manufacturer i mean they make uh outboard motors and um i don’t know about the rest of it i didn’t do any investigation on evinrude but basically it’s a notable very well made motor and so uh olay evinrude was building engines for cars at the time in the early 1900s and uh and helped william harley design his motor for his motorized bicycle huh and so between uh william harley and arthur davidson and olay evinrude they produced this prototype motorcycle and entered it at a state fair race there in milwaukee and they placed fourth i guess this was in i don’t know 1904 ish somewhere around there so you never you never hear about the third guy behind the scenes it’s always harley and davidson but you never hear about about the third guy well there’s more to it though uh he just sort of helped out in the beginning um but he didn’t really stick with with the endeavor clearly yeah he did his thing um but the there’s two other davidsons uh involved and um i guess one was maybe a brother and one might it may have been a dad um but uh so there was a couple of different davidsons um anyway in 1905 so a couple of years later they sold three of the five motorcycles that they made in that shed in their backyard in fact they took that shed and it’s now they moved it to the factory oh it’s a nostalgic you know that’s awesome thing and they probably set up the tools and the old the old first motorcycle and all that in it uh it’d be it’d be really interesting to go to uh the harley-davidson museum there exactly in milwaukee yeah at their factory first factory now how do you think they decided whose name goes first on the brand um i think it was harley’s idea okay and then he designed the motor gotcha yeah that’ll do it because usually when you’re when you’re thinking of that kind of thing i would think alphabetical order but if you would say davidson harley that just doesn’t flow off the tongue like harley davidson does well yeah i mean uh phonetically it doesn’t yeah you’re right but no i think it was harley’s idea and he sort of brought his friend in on it and uh and i think harley was the driving force on a lot of it even though there were like three davidsons involved yeah that’s interesting um but so anyway they sold three out of the five and then in 1906 the year after they built a factory i guess the parents got sick of them using the garage and they sold 50 motorcycles so they went from three to fifty and then the year after that the year william harley graduated from college so he did all this while in college studying mechanical engineering so then he graduates college builds a factory and produces 150 motorcycles in 1907. wow yeah was that’s a lot i don’t think he had a girlfriend or partied or did much anything slept or eight or yeah that’s insane and that i mean that is that reminds me i was talking my son and you know i’ve been trying to over the years help him find some passion something he’s just really itching to get up in the morning for something he just looks forward to kind of like me in this podcast i really enjoy this but so it reminds me of that and he’s about the same age and i was thinking geez i mean if he could just find something like this to sink his teeth into and i think he’s close i think i think he’s close he really loves cars that’s awesome um and uh and so i was talking to him about interstate batteries and maybe working for that company and getting involved with their uh nascar team and yeah all that stuff but anyway that was a little squirrel um that’s why it’s called squirrel marketing i i guess so consequently i actually i looked i was gonna buy the website and i looked and there there’s an actual a company called squirrel marketing we’re not affiliated with them but anyway um so a little history that’s it’s a really interesting beginning um but what made harley harley what made the company successful from that you know um so the the thing i think one of the main appeals of harley is american made and i think a lot of people nowadays treasure american-made products and goods that you can find here in the states and because harley is that brand they’re basically they’re they’re an extension of america they’re a symbol of american freedom essentially and so i think that’s rare right now at least that’s where they’re really successful yeah actually um the the the fact that they are a piece of americana or american culture that really helps out in a couple of ways we’ll talk about in a minute um but the way they became that is interesting so uh fast forward a little bit to 1914 harley was dominating racing they got involved with racing they just loved the sport they they’re just gearheads they just love tuning the bikes and running the races and and um so in 1914 they made 16 000 bikes that year and that’s not i mean it’s nothing compared to now right that i’ll be making that a day but world war one was coming on and world war one is kind of the catalyst to harley’s immense growth i mean they just because the war effort the government bought 20 000 motorcycles from harley davidson for transporting between bases or whatever you know but on the battlefield so the military used motorcycles too the military really kicked this thing off because now you have these um veterans coming back from war uh really enthralled by this experience on a motorcycle and then they want to buy one too and so um so it was kind of involved and this was before vietnam when war wasn’t cool so you really kind of um idolized these guys who would sacrifice their lives to go off and fight for right for our country and so uh whether you agree with why we’re there or not these guys are still heroes yeah absolutely and and even in vietnam and even today um they’re heroes for their self-sacrifice no question but so that was sort of the start of it and then in uh world war ii they supplied like a hundred thousand motorcycles to the war effort to allies and to uh to our troops and by then they had those nice big ones you know the bigger more powerful motorcycles and they were winning races like crazy and um but in 1920 uh i got ahead of myself by 1920 though they were the biggest motorcycle manufacturer in the world period which was kind of launched by us here in america i mean we we um at least we made it cool now i would hope that since they invented the product that they would be the number one seller i’m just i’m just thinking well there were other people there was some there was some stuff going on in germany there was some stuff going on in japan and and uh and so there was a lot of innovation going on um simultaneously around the world with airplanes and motorcycles and all these kinds of things but um but we kind of we kind of made it a thing and um hardly dominated it then so in world war ii 100 000 motorcycles and then um again in the korean war so a lot of war effort stuff um it was really cool in hollywood absolutely so like so you had james dean on his motorcycle you had it all every everybody cools on a motorcycle you had uh peter fonda um and uh and these guys doing movies um about a motorcycle gang and all that now i i would never before you would you had said it i would have never associated motorcycle with the military when i when i think military vehicle i think big armored hummer tank you know i i don’t think small you know compactable vehicle that you know is unprotected essentially well have you ever seen indiana jones movies a long time ago so you remember the germans on their motorcycles with the little side cars yeah yeah yeah so they would shuttle their like like little cabs they would shuttle uh they would take an uber if you will back in 1920 an uber cycle so they would they would shuttle officers in the little side cars so they had a guy that would that would pick up an officer and rush him to the next base yeah or or there was other ones a little hot shot uh without a side car and they would take messages from one place to another i mean and and they were flying yeah so it was a quick way to get messages to places that didn’t have any kind of communication devices and you didn’t have cell phones back then so yes so but they did have the hard wired communication you just couldn’t do that 20 miles away right uh so you were i guess uh doing the the morse code or whatever um or taking taking documents on motorcycles that’s interesting you know from the general to the front lines or whatever so it was really useful however um not sure why this happened but in 1969 the year i was born they were bought harley-davidson was bought by american machine and foundry and they just about killed the company they came in with their new ideas about slashing wages and workforce and efficiencies and sounds all too familiar um yeah restaurants tend to do it you know you’ll have a great restaurant and then somebody will buy it and then they’ll do like portion control to the point where it’s so tiny and it’s horrible for people that you know used to like it um so harley man they were stripped down slashed the workforce they uh they cut corners on the uh the building line that the procedures they raised the prices as as well they were just trying to really strip mine this this deal yeah and take advantage of its status as being you know cool uh they almost went bankrupt and um in fact the the bikes had such a bad connotation in the market that they had nicknames like hardly drivable oh gosh that’s cringe hogley ferguson and uh so the hot the hog name which started out as a cool thing um there was a group of guys they called themselves the hog guys or something and later on hogg stood for the harley owners group but back then it was pejorative i mean it was uh it was a negative slur they call them a hog you know like it’s just gonna leak all over the place and um it’s even even to the point where when i was a kid probably in the early 80s um i remember thinking i i want a honda over at harley because i don’t want to work on it all the time i don’t want it leaking all over the driveway yeah and my dad even said and he had harley’s he loved them his dad bought him his first one in college and and uh loved harley’s but um he never said anything about it he never dispelled my my thoughts on it because maybe his did leak i don’t know so sin when they had that bad reputation what improved it what got them back to where they are now well what improved them is the exact same thing we’re talking about that we haven’t discussed yet which is the competitive part between harley and honda so so honda we’ll just jump over honda came in in the 50s and they had a little 50cc motorcycle i don’t know if you’ve ever seen the uh uh the wheeling elvi these uh people they dress up like elvis and they yeah and they ride these these little 50 cc motorcycles well a good friend of mine is one of the flying or wheeling elvi uh his name is drew he’s he’s uh he’s super cool but um you know harley made a comment back then in the 50s that they didn’t have to worry about honda because nobody’s going to buy that little thing and yeah so um they they thought they were beyond competition they were above it they were past it now which is a bad thing to get to if you if you get too confident in your industry and you think that you can’t be taken out you’re wrong yeah complacency is never good for sure so honda came in and um they started making a little bit bigger motorcycles by then in the 60s and um late 60s early 70s they had a more than a 50 i think they may have had like a 125 or or uh i’m not sure but they didn’t have any big ones at the time so for us they had a cafe racer style you know they had the for us ignorant people explain what the ccs mean it’s just the size of the motor uh for instance cubic inches gotcha uh 50ccs without looking it up i don’t know what does it mean cubic centimeters something like that okay um gotcha but um so 50cc is a small motor um 600 cc’s is a bigger motor thousand cc’s it’s a big old motor um the the police cruisers probably have a thousand cc or bigger motors so they can fly they fly yeah so the little 50cc it’s like a little mini bike gotcha um and when i was in high school my dad took me up to colorado and we rode motorcycles on the logging trails up in the mountains oh awesome and uh i had a one i had a 150 and he had a 125 hondas both of them something like that and and they were they were cool um small enough to maneuver but powerful enough to get up the hill and uh these were dirt bikes but so yeah so um here’s how honda here’s how harley fixed their problem first of all the company american machine and foundry started to realize what they were doing wrong they were like oh they’re like oh we’re really kind of screwing up here i mean their prices were their their sales were tanking um and so they sent their executives to tour the honda factory what are these guys doing that we’re not doing what is why is everybody saying that they want a uh a honda because the quality is amazing and they don’t want our motorcycles well that’s easy to see so they went and visited honda they talked to them and and honda and the japanese were very accommodating they um they helped him out they gave him advice they showed him things that they could do to improve now why would honda do that i think it’s an honor thing i think it’s an old traditional honor thing where um they were just gracious they were uh competitive but at the same time it’s for the good of the art for the good of the industry um they they helped them out because you know like in other industries let’s say for instance tech apple ain’t helping samsung or giving them any trade secrets probably not you know probably not so that that’s that’s a rare thing yeah but back then maybe not so much i mean you know you would find uh people helping each other and and they were competitors and um so then they would work together on something and then afterwards they would go back to being competitors just like people used to be able to get in the fist fight and not hold a grudge yeah or debate and then still be friends yeah that used to be a thing it used to be a thing it’s still a thing with me and my friends but for a lot of people um it’s uh it’s more narcissistic than it used to be and i think back then it was a lot more about helping each other you know and uh there was still cutthroat and there were still jerks out there i mean but uh the honda people were gracious and typically the japanese are they seem to be yeah anyway we’re not talking about the generals and stuff but we’re talking about regular people um i remember i took judo as a kid and the judo instructor super gracious super generous patient really kind person and and i think that a lot of the japanese are like that but anyway so they brought that stuff back they brought their um their tolerance um there’s a certain tolerance when you do manufacturing and it’s uh it has to do with uh the thousandth of an inch or whatever so they tighten their tolerances and an interesting thing happened harley started to give the people on their line on their production line more ownership of their job so they gave them incentives on quality and it was really interesting what happened because they they took more ownership of it they took more pride in it um they they had uh their production stamp they were pride they were proud of their production stamp and um so they were proud that this motorcycle came from them yeah well they started to institute that as a thing as part of the company culture and their quality went up and um i think that’s that’s a lesson that could be learned from you know for any company is is rewarding people for good work well this is a common thread when we talk about these other companies because some of the most innovative companies that we’re going to talk about began to treat their workforce with more respect more rewards stock ownership in the company or a share of profit you’re usually going to get more out of your workforce when you’re doing those kind of things yeah you share it you should if you if you’re going to share in the harvest with your workforce uh as a bonus structure or whatever and it’s transparent where you can see here’s where if we do really well as a group we’re all going to make more for christmas or whatever something it’s always beneficial for that but but so harley they really came back and they came they came back uh with a vengeance they um before the american machine and foundry sold the company uh they produced something called the liberty edition in 1977 which was uh sort of an american um it was a tribute and so their 1977 model was really a big big seller and but then they tried to follow it up with a confederate edition with all the confederate colors and flag and all that stuff it was pretty controversial even back then in the in the 70s late 70s but anyway so early 80s it was bought by some investors and they really these were these were harley lovers these these guys who bought it they just loved the brand and they’re the ones who created the harley owners group um and they were they started these rallies and and now you find these these motorcycle rallies with 100 000 people yeah you they’re crazy big it’s huge and in fact what we’re going to talk about here in just a second uh it’s it’s that’s what got harley through the problem with honda so early on honda helped him fix their quality problem but honda kept kept going and kept learning from harley how to appeal to more american buyers yeah so it really was a mutually beneficial relationship yeah absolutely but um but so honda started making bigger and bigger motorcycles great quality you know they started making them uh they looked the part they made like i mentioned the cafe racer uh they entered the the races and uh they were really starting to be a major competitor and they started coming into the bigger motorcycle industry um that segment of the market and harley had a big problem with it and um you know it’s funny how you underestimate your competitor and then they come around and bite you yep but it’s all friendly competition really there was no underhandedness about it they they were just competing with the best they could offer and i guess like i said earlier that’s a virtue that just doesn’t really exist very often in the business world no not at all i mean it’s uh there’s a lot of cutthroat stuff going on um but so what happened with harley that we’re talking about now is that really the quality problems really hurt them you know and they continue to have some some quality issues but what’s funny is they came out the other side because of not only their uh how they treated their employees and how the employees had some ownership going on uh of their of their position they had some some skin in the game there but also the harley owners group carried with it uh some revenue so you had the the harley gear and you had the membership and you had these other things that really kind of helped stabilize the the problem that harley had in their revenue so one thing i kind of wanted to get into was harley is now bigger than just a motorcycle brand harley is like a fashion statement it’s a t-shirt brand i think at one point they had restaurants you could even go into and eat at i mean harley became this this entire corporation this entire brand that is you know synonymous with america yeah absolutely um and really the only reason why they had a big problem and i guess this was um i don’t have the timeline on it but it was it was the 80s it was in the 80s um and so they failed to keep looking inward right remember when we talked about the swot analysis the strengths weaknesses opportunities and threats um that’s not something you do once when you’re forming your company that’s something you do all the time and at least once a year well yeah um but harley didn’t do it at all i mean they they it completely ignored their weaknesses and their threats and they actually felt like a lot of people a lot of company owners that if you just focus on your strengths and your opportunities you don’t have to worry about your weaknesses and your threats and that’s short-sighted there’s people who actually think that but if you look at your weaknesses you can work on them and turn them into strengths yeah if you look at your threats you can mitigate the issue prevent them from being a threat and find something involved in it that becomes an opportunity so you’re always trying to take your weaknesses and turn them into strengths and you’re always trying to take your threats and turn them into opportunities and so without looking at or or analyzing their weaknesses so they had a weakness of of quality and and they learned a little bit from it and and they started to help fix that but they had a threat which was honda and they completely looked the other way they were like okay these guys are in there in here um nobody’s gonna buy that stupid little motorcycle well they weren’t stupid little motorcycles forever turned out that yeah they started making bigger ones and bigger ones and nicer ones and the the more appealing designs and all of it and still had the quality right and probably uh without the tariffs and everything cheaper uh and eventually they were cheaper uh there was a there was a problem with tariffs and everything but but really harley started to uh become sort of a celebrity and i remember when you couldn’t really afford one i mean back when my dad had one you could and they were reasonably priced but then in the late 60s early 70s into the 80s they got kind of expensive it was like a rich person’s toy so it sounds like they went through this period of great prosperity and then when they were bought out it sort of went downhill from there and now in the in you know the last 20 years or so it feels like they’ve kind of reverted back to what they were when they first started well it seems like they’ve got some really smart people at the helm now and and um and they realized that we’re an ever-changing uh world um and in fact they um this started i guess it was in the late 80s or so but i wanted to talk about this piece where harley when honda started to really compete with them harley started looking at sending their motorcycles to asia you know to to china and trying to compete in that market and so they spent a lot of money on it and this was one of the problems that i’m talking about with them financially not only did they have a problem with honda being a major competitor and they didn’t plan it for it but they also decided to sort of attack back and try to break into the chinese market the only problem is they didn’t do their research very well first of all the chinese didn’t want the big motorcycles they were too heavy going to this monument and they needed to be maneuverable for the roads and the thing that for the for the job the job didn’t require a big honking motorcycle right um but also they had no idea the chinese government required the destruction of motorcycles after 11 years so yes the destruction right of motorcycles yeah there there’s no classics in china you don’t have a classic car you don’t have a classic crazy they destroy and recycle and so therefore they don’t have any junkers or whatever but they also don’t have any nostalgic pieces yeah that’s that’s that’s 11 years motorcycles destroyed crushed whatever and so harley had no idea and so uh they had to make lighter smaller cheaper motorcycles for that market because people weren’t going to spend a whole lot of money knowing that first of all uh they may be a long way from a shop to fix it right so the quality has to be there but it has to be small enough to maneuver and uh it won’t crush somebody’s leg but then cheap enough that within 11 years they got their usefulness out of it and it wasn’t so much more expensive than the ones they normally bought that it made sense well they spent a lot of money on that endeavor and so without the research right um but but now they’ve they’re back you know they’re back because uh like i said they have smart people at the helm and they planned ahead for the fact that there’s always change going on they probably do an ongoing analysis internally now and they look at the market they look at where we’re headed um they look at the fact that a lot of people don’t have tons of money to buy a motorcycle so they make it more affordable maybe some financing plans that are cheap you know maybe some cheap interest financing yeah that kind of thing so i think they’ve come full circle and now they are an american motorcycle legend that’s a great american story of how even you start a business and it’s successful and then it goes through a dip there’s always going to be peaks and valleys but if you get the right people in charge and you do the right things there’s no reason why you can’t be successful there’s no reason why you can’t be successful if if you have the right model you have the right product your products not obsolete you always got to look and make sure that you’re not in the vhs business you’re not you’re not you’re not renting videos tonight you’re not rolling well behind the time exactly um but then competitive analysis look at your competitors look at what people like do a survey give some stuff away and get feedback all this stuff matters and if you’re in the service industry find out what people like find out what find out from your clients what they liked best about working with you um and if you take a look at your weaknesses through either surveys or people who will be honest with you about your presentation maybe maybe you were a little short and abrasive maybe whatever maybe they don’t like your beard i don’t know whatever you got yeah you got to look at what people like and don’t like about you or your service and you got to look at your competitors and see how they’re doing it but that’s all the time we’ve got so that was a good one yeah harley so next time we’re going to talk about uh either apple versus samsung nokia motorola etc or we’re going to talk about fujitsu who many of you probably don’t have a clue why or how they’re a powerhouse in the industry right now sounds good to me alright till next time see ya you

Squirrel Marketing Youtube Channel https://www.youtube.com/channel/UCPkNjVRe5aD-JZwE6Beh8UA

Squirrel Marketing Podcast Page https://squirrelmarketing.buzzsprout.com/

TopLocal.org is an advertising co-op grass-roots movement to help locally-owned businesses develop a non-competing group of business owners in a particular zip code to increase traffic and sales. https://www.toplocal.org/

The Mortgage Millionaire Book – Sales and Life Strategies That Can Take You To The Next Level. https://www.barnesandnoble.com/w/the-mortgage-millionaire-william-b-bronson/1115389914

Squirrel Marketing Episode 5 – The 7S Model for a Successful Company

Join marketing guru William “Bill” Bronson and successful sports podcaster Jeffrey Cooperstein as they dive deep into the world of marketing and chase squirrels in all directions.

Squirrel Marketing Youtube Channel

https://www.youtube.com/channel/UCPkNjVRe5aD-JZwE6Beh8UA

Squirrel Marketing Podcast Page

https://squirrelmarketing.buzzsprout.com/

intro music

My son would say that as a sick beat, it’s dope. It’s dope. So all right, well welcome. I’m Bill Bronson, marketing guru extraordinaire with my trusty sidekick Jeffrey Cooperstein, sports podcasting legend, whoa, legend, legend, okay, and this is squirrel marketing, where we talk about everything marketing, and then squirrel off in all directions.

So last time, we talked about strategic planning, we talked about the SWOT analysis. And we’ve kind of been talking about involving stakeholders involving everybody involved in your business or anyone affected by what you do. And so today, I kind of wanted to talk about the seven S model. I know there’s a lot of acronyms and things. But the seven S model is interesting. And it is arguably the main foundation for any successful business. So I thought it deserved some time.

So seven S model, what it basically is, it’s a set of core competencies. And these are areas of the business that need to be explored, they need to all have a role, they all need to have some equal

effort put into them. And they all work together, they all work together, all of them have overlap. And so what’s interesting about these, it’s, it’s a lot like a friend of mine told me on this, this SEO, Search Engine Optimization model, it’s a three stage model that he calls it a three legged stool. And if any one part is lacking your foot, you’re gonna fall over, right? Well, this seven S model is kind of like that. If any one of these is lacking, you’re going to be lopsided. Now. I’ve never seen a seven legged stool before seven legged stool that would be for a very heavy individual to be what King Henry? Yeah, something like that.

Seven legged stool. I’m a woodworker. Maybe I could make one. Yeah, I’m interested. I will call it the seven s stool.

But yeah, so the seven S model, seven S’S stands for strategy, systems structure, skills, style, staffing, and shared values. And you can Google it, this is this is really, you know, good knowledge.

But basically, let’s just kind of go over what they all mean. And then we’ll talk about how they work together, and how they fit into the strategic planning that we talked about.

So the strategy of course, that’s kind of self explanatory. It’s kind of what we’ve been talking about. Just that’s really everything that goes into it. What’s funny about that? What’s funny about strategies, a lot of people say the word because it sounds cool, right? strictly, yes. Strategic Planning. What are you doing? I’m formulating a strategic plan. Oh, yeah. What is your strategic plan? Well, I’m gonna strategizing and just strategizing it. They can’t really explain what it means. Yeah. Strategy is just your, your game plan for how to get from A to B. How are you going to get from now to the future, from now to your goal? strategy is actually mapping out what to do to get there. So strategy is not your vision strategy is your roadmap, your road map to get to vision, right? So and oh, squirrel.

The difference between a vision and a mission?

A lot of people mix those up. So a vision is what you foresee in the future, right? Not necessarily the specifics about you or your business, right? But how your you or your business affects the world at large.

So, you know, so if your vision is to provide a world where everyone can listen to great marketing advice, you know, then your mission might be to provide regularly published podcasts, with engaging content, to allow people to learn things that they wouldn’t normally learn. That might be a mission. But that’s not a vision, but that’s your intent. Well, that’s more of an intense, more of an internal right, structural thing. And then vision is how that affects the world at large. So anyway, just to clear that up, let’s get back from the squirrel.

Oh, another squirrel. Let’s get back from the squirrel. Squirrel again. No serious. My dog. Oh, we got this new dog. It’s a it’s a Irish doodle. So really huge on dog breeds. It’s an Irish setter, standard poodle mix. She’s beautiful. She’s huge, black curly hair. And she’s got some red tips on the end. And she’s only one but she’s enormous. And she is so smart. She saw a squirrel one time.

And she now knows where that squirrels path is and what time of the day that that squirrel goes where it goes. So this is a real squirrel. This is a real squirrel and my wife even bought one of those squirrel feeders with a corncob screw in and it’s a dried corn cob with corn on it. And so we put it up in the tree behind our fence. And the squirrels go up there and they eat it. And she just sits there, like freakin Silence of the Lambs. I mean, she’s just staring mesmerized by this thing.

So my dog I have a little Yorkie she’s about 10 pounds. Every time a squirrel jumps on our fence she’ll go Berzerk always wants to eat it. Oh, yeah. Nuts. Okay, so back from the squirrels, plural.

So strategy, okay.

Your strategy is your roadmap for getting to your vision.

And, and, of course, the vision is the precursor to it. So the big thing about strategy is it has to be communicated to everybody involved, properly and adequately, you have to communicate big time, your vision, your strategy, their role in it, they have to be pretty black and white. Because I guess if you deviate from that, then your plan gets all jumbled and messed up. So you know, what, once you formulate your vision, your mission, your strategy, stick to it.

Yes, exactly. That’s implementation. Yeah. So during implementation is not a chance for you to make big changes, you can make small changes, because you know, change is inevitable. One of the things that, that people need to understand about life these days is that change is daily and just embrace it. So yeah, you might change your strategy along the way, but you’re not going to drastically change it. And you’re not necessarily going to communicate changes in people’s roles all the time. Otherwise, they got other things to think about. They don’t want to mess with it.

But strategy, one of the things involved in strategy, like I said, is to make sure everybody knows what their role is in it. And there’s a measurement called line of sight.

And line of sight is basically you establish the end goal, you identify the strategy you’re going to use, you identify beneficial activities to get to that. And then you determine a way to measure it. But but you’re also at the same time you’re doing like you do with with a kid where you’ve shown him something way off in the distance, where you like stand behind them, and you put your arm in front with your finger pointing, you see that can you say, Look right through there, and they and so they follow your arm and they follow your finger off into the distance. And they finally see that target you’re trying to point out to them. line of sight is exactly what that is. And you know, it puts it puts a rifle scope on the target for the benefit of the person you’re talking to. And so with line of sight, it’s really a communication tool to help you tell people what your vision is and what their role is in getting there. And then, between you and that target way off in the distance, you see that roadmap that we talked about.

So So yeah, that’s the that’s number one. The second S is systems. And systems is really just the organizational structures, like production control, the business infrastructure, things that employees use to achieve their goals and do their work every day.

Systems really should align with the staffing and skills which are two of the other things we’ll talk about.

But anyways, the systems are in place. They are, for the most part static and it’s really a framework in which everyone works. Yeah.

So the third one is structure. And it’s a little different than systems. Structure deals with the hierarchy.

Such as you have, you have sales people, and then you have a sales manager, you have regular staff, and then you have a staff supervisor. And it’s really the hierarchical structure of the company and that chain of command all that. So it really, it’s important because it handles communication flow. And if it’s done correctly, it’s beneficial. If it’s done incorrectly, then you don’t get quite the benefit.

The big thing about what’s beneficial in Instructure is bi directional communication.

So let me guess. So that’s from employee, to boss and boss back to employee. Yeah, open dialogue, back and forth without repercussion, or retaliation or animosity and all the crap that you see, a lot of times, especially in older owned companies, or older strategy companies, where they haven’t really, maybe embraced this idea that you can have an open two way relationship with your employees.

They’re just sort of workers, you know, and you tell them what to do. And they do it and they report back. But that’s not really what I’m talking about, right? I’m talking about an engaged and truly open dialogue where like, if the employee see something that can be improved or changed, they can voice that to their supervisor without repercussion, well, not just that they can, but the fact that they will, the culture is such that they would worry or they would want to, and that they feel fine about it. And even to the point where if the supervisor is doing something that isn’t right, or is kind of rubbing people the wrong way.

Then the subordinates feel encouraged to have a cordial respectful conversation with their supervisor, and say, I just wanted to tell you, you know, away from everyone else, that I was offended by this and, or that I think that this could be done better.

I have the utmost respect for you. But these things I think could be done better. And to be able to have that conversation is important. So structure is your chance to put in place a mechanism for that dialogue in your company.

So the fourth one, is skills. And that’s all you know, with training and abilities. It’s kind of how the company is strategic aligns the abilities with others, to complement each other. So that some person’s work is not necessarily that big of an overlap someone else’s work. But they complement and work together. And it’s up to you to kind of align skills in a way that you can get everything done. And then think strategically about it. So if something happens to one of those cogs in the wheel, what happens to the whole wheel?

So you may cross train, but then the duties don’t necessarily you don’t have people?

Double, right, they don’t have double duty going on. You just you make sure they know how to do it if they need to. Right, but the actual roles don’t overlap the skills could, which is interesting. I mean, we do that a lot here in power brokerage, because everybody seems to be fairly well cross trained, to some extent, depends on the person, but I can I can do just about everything except for commissions and contracting. You know.

And that’s mainly from my past, but other people, team members are trained to do emails and trained to do campaigns and all kinds of things.

So we have a really good grasp on the skills array here.

But anyway, it really should be skills, training and skills development skills assessment should definitely have a part in every single level of the company, all the way from staff to management, leadership training.

Efficiency training, you know, HR, all the way up to the CEO, coo. And, and everyone should be striving to become better as a leader better as a manager better as a supervisor better as an employee, everyone should have this, this, the company should have this culture where everyone tries to get better, right? No one is like, I’m the best theater is and I’m not learning nothing.

And there’s not a whole lot of people like that anymore. But you’d be surprised that they’re there. So the fifth one is style.

And I’m not talking about four inch pumps. That’s what I was gonna say, I’m interested to see what Yeah, what you have here is like, right, what kind of tie you wear, you know, style is the behavior, part of how the the structure deals with each other. So how the leaders deal with employees and how they interact with each other. So leadership style, it’s sort of, it’s more of a personality style. So it’s a belief style. It’s how it’s how you interact with the people around you, in the organization, and how, and, most really, most importantly, it’s how you interact with your employees. So if you’re a supervisor, it’s your style and how you teach them how you reprimand them how you encourage them. For instance, my style with the team is one way and of course, someone else’s is much different.

I tend to be trusting, I tend to teach people things and then expect them to be done. But then I don’t mind at all giving brace. And I also overlook things a lot because everybody’s human.

But if something’s getting out of hand, I’ll make a little comment. And for me a little comment first for other person, people might be an actual write up. Yeah. But for me, it’s a little comment, just let you know, hey, I’ve been noticing. So yeah.

So that’s the style part. And style combines with another one we’re going to talk about here to really create the organization’s culture. So style is that part of the company culture.

The next one, the sixth one is called staffing. And that really deals with the people who work at the company. It’s a human resources management thing. It’s, you know, who you hire for, what your recruiting practices, how you train them, how you manage them.

In it, like I said, it has some overlap with some of these other ones. But staffing is important, because, for instance, a company might offer performance bonuses, and another company doesn’t. One company might recruit a job fairs, and the other one uses agencies. You know, so your staffing part is really your method for filling the roles needed in the company. The only thing I would say about you, if you’re using like a third party staffing agency, you better have a good trust in them that they’ll find the right people for you. Because I feel like that could get that could get kind of hairy if they’re, you know, just hiring. Oh, this person is the first person we see. Let’s just give him this job. Yeah, so your strategy for hiring the right people is part of it. And in your right, so like a third party staffing agency, there.

I’m going to scroll a little bit but it’s really in line with what this is. So any squirrel, any mini squirrel? So anytime you’re listening to the news or reading an article or listening to somebody about anything, or taking advice from a staffing person, or looking at a candidate that a staffing person brought you all those situations, you’ve got to look at a couple of things. First of all, you got to look at what’s their motivation for talking to you. What’s the motivation for what they’re saying and how they’re saying it their slant on the on the realities of things. What is it? What’s their goal? If their goal is to make money and they make money from you saying yes, or they make money from you watching or they make money from you agreeing with them? Oh, any money motivated thing like that?

Then you’ve got to be careful about who you listening to, and what you believe. So a staffing person, their goal is to place someone with you, and then they make money from it. They make a commission, right. And a staffing person relies on commission for their income. It’s not just a little bonus, it’s their freakin income. So if they bring someone to you, your first question in your mind should be, is this person really a viable candidate? Because this other person is a salesperson? and their job is to put that person with me?

I mean, yeah, that’s what it is. So it’s just like listening to the news. What’s the goal of that news? What is theirs trying to stay relevant? First of all, they only stay relevant if they come up with something controversial to make you listen.

And then so their goal is to create chaos and to make you listen.

And then something else might be their goal is to sell something, you know, so you always have to look at someone’s intent and their motivation before you can trust them. And that’s why I like the the job fairs better. And I guess, you know, maybe like, indeed, or something.

But mainly the job fairs. I mean, if you go to a job fair, anyone you talk to you at the job fair, was motivated to get off the couch and go to it, to talk to potential employers, and to present themselves in person.

That’s got to be a plus in my book. Absolutely.

Indeed, you just upload your thing, and you go back to gaming and eating Cheetos. And you think you’ll be hired.

Are you sitting in a beanbag chair, beanbag chair, rocking chair, rocking theory.

So anyway, all right. So the seventh one is shared values and shared values mixed with style, really equals the company culture. Shared values combines with style, and it creates everything you feel when you walk into a company and you kind of feel how it is there, you know, you get a feeling for it. That’s, that’s shared values mixed with style. Now, but that kind of goes back to the staffing to where you have to make sure that the person you’re bringing in, shares those values, you know, because what if they have a different view on the world, or a different view of what the company should look like?

Well, that’s that’s interesting, you brought that up, because that is that there’s several different ways to look at that. Either you only want to live you know, in an area where everyone is like you and things like you, or you want to live in an environment where it’s a it’s a rich culture of discourse, where people bring well, America, America is a model for this because America is a melting pot of all different cultures, and belief systems, and backgrounds and, and appearances and everything. Yeah. So and what makes America great is that we have this rich, diverse culture.

And I think that trying to make everybody the same is dangerous. Yes. It’s not going to work. And it’s also not going to work to try to pit one difference against another. Because then that tears the fabric of what America stands for all pieces. And, and they do that for control anyway. I mean, really, for the most part, everybody in my neighborhood, and everybody I’ve ever talked to, gets along pretty well. And so this division stuff, it’s all it’s all baiting, and it’s all for the purpose of dividing and it’s all purpose of control. And, and like I said, motivation, you got to look at the motivation. The motivation of people stirring crap up, is to remain relevant. Yeah. And it’s everybody gets along, they’re out of a job. Okay. So I generally love everybody. I mean, everybody, I really, in fact, when we go on vacation, I love going to where the tourists Don’t go. I like going to where their real food is, where their real crafts are, where the real people are in. And it’s not the people pandering to tourists. It’s the real culture of the where we are and we went to Cozumel one time, and we kind of immersed ourselves in the culture and it which was kind of sad.

Cozumel is a highly depressed economy.

Yeah. And they rely on tourism pretty much exclusively. And you’ve got a you got families on mopeds with a baby in each arms. I mean, you got a husband and wife and two babies on a moped.

And they live in it and they live in a shack, that’s, it may only cost five grand. But it’s a 10 by 10 shack with cinder blocks and plywood roof. Yeah, you know, and so it’s kind of sad, but they’re such gracious people. It was it was really heartwarming to interact with the real people, not the tourism.

So yeah, shared values, though. So going back to that, you don’t have to hire people that only align with your beliefs. But you want to make sure that it’s not going to create controversy. So you want to make sure they understand what the culture is.

And, and you want to make sure that they that they’re willing to work within that, right.

You know, it’s the most vital feature of the company is the culture. And it creates momentum.

There’s other things you could force it without the culture, but it’s harder. So the culture though, it’s not necessarily about the people you hire so much as what they participate in when they get there. So you’re not necessarily talking about their personal belief systems.

Although that does come into play, you’re more talking about the attitudes and the behaviors of the staff, when they’re there at your job at your work at your organization. And how they interact with each other. So it’s their shared values. It’s, it’s, it’s those parts of what they believe, that are shared by others.

So they don’t necessarily you don’t necessarily pick out the things that people believe differently. You picking out commonality, right reasons for coming together. So that’s the glue that binds people together is their common shared values. So that you can play up on those and create relationships and build rapport based on the things that you share in common. So that’s more nuance to that.

So anyway, oh, squirrel. I was going to talk about something. And COVID Okay, so, oh, Lord, here we go. Just real quick. They won’t take long COVID unintended consequences.

I every week, I meet somebody, it’s a marketing strategist, and we talk strategy. And so we meet for breakfast, and I haven’t seen quite the layer of dust that I would normally see. Since COVID. Cleanliness is an unintended consequence. Because people are cleaning stuff. Yeah, you know, that layer. Let that half inch layer of dust on your piano teacher’s kitchen counter. I didn’t do piano but yes, I know what you’re talking about. or in the back of the, or in the back of the drama room and heighten? Yeah. Where no one ever cleaned.

All those nooks and crannies now are spotless. You’re right. I mean, that is a positive. Anyway. All right. Well, I think that’s all the time we’ve got. This is Bill Bronson and Jeffrey Cooper Steen for squirrel marketing, wishing you success and happiness. See you next week.

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Squirrel Marketing Episode 4 – Strategic Planning

Join marketing guru William “Bill” Bronson and successful sports podcaster Jeffrey Cooperstein as they dive deep into the world of marketing and chase squirrels in all directions.

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https://squirrelmarketing.buzzsprout.com/

All right, this is Bill Bronson and my trusty sidekick, Jeffrey Cooperstein. Hello. And this is squirrel marketing. Well, um, so today, you know, I was listening to our last three episodes and I wanted to say I didn’t listen to them initially, I was too apprehensive. Yeah, like, I don’t want to listen to myself. Well, I really enjoyed listening because in order to prepare for this one, I listened to the last one. Yeah. So we could kind of help those who might listen in succession. We’re going on some kind of track. Yeah, exactly. Or at least some kind of thought process. There’s some squirrels in between like you know, the haunted house, but Oh, squirrel. Todd James, a good friend of mine who owns the Cutting Edge Haunted House on Lancaster in Fort Worth, bought this place way out in Terrell, TX called Thrillvania or something. It’s past Dallas to the east. Yeah, terrible I should know this. And anyway, so he bought that. And that is a traditional haunted park with three houses on like 50 acres, super nice like everything Todd does. And they have the woods and all that. So all traditional, but cutting edge is like a nightclub.

Anyway, so I was listening to our other pod and it was talking about action planning and remember the acronym smart? Yeah. Specific, measurable, actionable, reasonable, and time-bound.

Anyway. So I started thinking about the next little piece of an action plan, which is strategic planning.

So strategic planning is part of the action plan. And it’s kind of where you think more strategically about your role in this whole thing called business. What’s your role? What are you going to offer?

What is the businesses role in what they want to offer the world. And this is something that that I was going to talk about anyway, which is competitive advantage. So when talking about strategic planning, you also need to consider your competitive advantage. And for instance Walmart, okay. When Walmart got involved, there were already some things going on. For instance, Kmart, and Sears. And Walmart, didn’t want to really compete with them. So they’re, first of all, their strategy their strategic planning, gave them the idea to focus on small town America, so they would only focus on towns with under 5000 people.

And because Sam Walton was a tightwad, so much so that his executives when they came in town,

would stay two or more to a room and stay at budget motels. And they had to drive places he wouldn’t fly them around. really. So even regional managers I guess, up until the kids took over, the regional managers wouldn’t fly. They would have to drive to the stores to look at the stores. He would fly over

in his little plane or whatever. And look at the parking lot and see how full it was and check to see if the managers were there. Yeah and on the ground he didn’t even have a freakin driver. He would drive his old pickup, and just go to the stores and look at the parking lots and see if they were full or not. And, you know, that’s crazy, very frugal. And that’s how he was able to make it. That carried over into every aspect of Walmart. Every aspect was cheap. Everything was done as if he didn’t have a dime to his name. And it was a shoestring budget. He spent money but was very frugal.

And now a couple things with that. First of all, he was able to make it successful in markets with under 5000 people, which gave them a foothold and allow them to grow. Not large but solid. So they didn’t grow very fast like that. But they established a name recognition and in rural America, arguably is America, because that’s the backbone. Those are the people who grow and farm what you eat and, you know, they fix the cars that you drive and they build the trucks that deliver the food. So I mean, it’s really the backbone. So anyway, Walmart gained a foothold.

And there, they had two things. One was they could make it in a market that was smaller than the other guys could make it in. Because I think Kmart, their minimum requirement to go into an area was 25,000 or something.

Actually, this will squirrel a little but Sam Walton’s wife would refuse to live in a town with more than five or 10,000 people. She wouldn’t live in a big town, so he had to focus on small ones because she refused to live in the big ones.

But that but the thing with Walmart, too, is like, yeah, it’s a great place, you can get every single thing you would ever need at Walmart. But it destroyed small businesses.

Yeah, yeah. Well, you’re right. And the department store was the beginning of that.

Because before then, it was a clothing store. It was a sporting goods store. It was a grocery store. And now they’re mixing it all together. And you can’t count on anything. And it’s, that’s the same thing I don’t like about trying to integrate everything.

Like neighborhoods. Why are you going to forcibly put one group of people in a neighborhood that was created without them? Yeah.

For instance, I don’t know like little China or whatever, or a little Mexico or all these places where the town is the culture, these people came from a country. And they recreated their country here as a little miniature pocket. And it should be celebrated. You should be able to go there and experience that person’s culture and appreciate their culture. Why do you want to turn them into a bunch of just Mish mosh? I don’t understand. That’s goofy.

People are different. And we should celebrate differences.

Not use them as a punch line. Great. Absolutely.

But anyway, Walmart, they had two things. One was, like I said, operating and being successful in a small town. But they were the first to open up innovation in their supply chain.

So Walmart, I think they got their first big warehouse. And for a tightwad, like Sam, I mean, a million dollars for a warehouse had to be a hard check to write.

But innovation was necessary. So they innovated to the point where their business model or their actual their supply chain management, they would have trucks come in to bring the goods for stores on one side, and they would immediately be unloaded and loaded back onto other trucks go into stores on the other side.

So they innovated this process to where nothing ever stayed in the warehouse long, right? It was just a place to exchange. So it was a depot. It was not a warehouse, really. So he paid a million dollars to not even have anything in the warehouse. Exactly. So it but they got very good at making sure that nothing was stale. Nothing ever stayed long. Enough for the new model to come out. It was always pushed out, always pushed down. And to study this is kind of the precursor to Amazon. Because Amazon has arguably the most advanced supply chain. I mean, ever. They’re ridiculous man, you can get any item in the world you want at your door less than 24 hours. Well, they’re warehousing. They also innovated the shared warehousing model, where if they don’t have a warehouse in the area, they will partner with one. And I don’t know how the computer system tracks all that crap because I know from my very, very brief experience in customer service is called a dropship or whatever. And they have a contract with that warehouse. So when someone puts in an order, if it’s a dropship item, it’ll go directly into that warehouse.

Yeah, and as a side note, on my way to work, I pass this area where they’re building these enormous warehouse depots.

They’re enormous. And it’s right there. Where, where Amazon and FedEx and all these people are. Yeah, right over there in Coppell and Carrollton? Well, no, this is over here, but they’re probably doing it everywhere. Okay. and so I found out that these businesses, there are guys who will buy land and build a warehouse, and they don’t have a business. Yeah, they’ll buy it, build a warehouse, and then contract with Amazon. Yeah, that’s their business model. And all they do is facilitate.

And so yeah, it’s crazy. But so back to strategic planning, and innovation.

You know, you can take a lesson from Walmart, because they needed to be different. And so while they had a similar business model, they were a similar type of place to Kmart, let’s say.

But they innovated a little bit to the point where they had a competitive advantage. And they focused on a different part of the market initially, which helped them gain that foothold. So in business, you don’t want to necessarily take your competition on head to head. Especially if you’re the new one.

You could probably take someone on head to head if they’re the new one, and you have the foothold, you just want to be different. You want to be different in some way, something needs to be different. For instance, you don’t want to enter the market for let’s say, a Tree Service, that’s known for being the low cost leader, and then compete with them on cost.

You wash all the cars that are in the driveway, before you leave. I don’t know, I mean, so to be different if you’re trying to compete with a low cost leader, but providing a better quality service at maybe a higher price point. Would that be a way to do that? Yeah, absolutely. That’s the that’s the go to way Yeah.

Because you’re either gonna compete on cost, or you’re going to compete on quality.

Or you’re going to compete on speed. So you might be more expensive, but you’re really fast. Or you might be expensive, but you’re really fast, and do great quality work.

So I have this triangle printed out in my office, that it’s It was a joke. It’s like a punch line in my office that shows it’s, it’s a triangle. And on the three points, it says, Good, fast and cheap, on the three different points of the triangle. So good, fast and cheap. And the point is, you can have to pick the two.

Because if it’s good and fast, it ain’t gonna be cheap, right? If it’s good and cheap, it ain’t gonna be fast, right? You can’t do all three. What if it’s cheap and fast? It’s cheap and fast it’s not gonna be good. The quality is not gonna be there. It just won’t. Yeah. And so, like the dollar store crap, it’s cheap. It’s fast. It’s not gonna last long.

What sucks is when it’s expensive, and slow. And then you notice it’s got bad quality, too, because the owners have taken all the profit. They’re not putting it into the product. But anyway, so yeah, so you have to pick something that’s unique. And you can get really crazy with unique. You know, it doesn’t have to be endless possibilities. Yeah, yeah, it doesn’t have to be the go to like you were saying better quality. It can be something off the wall like you wash all their cars before you leave.

And I mentioned that because squirrel marketing is is also a metaphor for your business. Because when you’re marketing for your business, you can take your marketing plan off on a crazy tangent.

And sometimes that’s all it takes for you to have a competitive advantage is to be different. To be known for something off the wall.

So you can have a squirrel in your own marketing.

And that’s perfectly okay. I remember when I was a kid, there was a rug service or carpet cleaning service. And while they were cleaning your carpets, they would rake or mow your yard. I mean, it was kind of weird.

Yeah, I mean, but they were trying, right. Yeah, I guess I didn’t do it for long, I don’t think right. But I guess that’s a way to, you know, get your name out there and show that, you know, you’re serious in this. In this. What’s it called? sector? Yeah, well, I think they, it was a small deal. It wasn’t the big, big name deal. But I think maybe they involve their kids in the business. And they got their kids raking leaves and mowing yards. And I said, Okay, tell you what, if, if you let us clean your whole house, we’ll do your yard for free.

And so the kids would come in and do the yard and then the business would pay them right? for being a partner in the deal. Yeah, helping them with their gimmick. And that’s what it is, it’s a gimmick. So you can have a gimmick.

But you need to also have a core plan that’s a little bit different than your competition.

And so, let’s go to the next segment of this, really, because I think we’d beat this one to death.

I love case studies, first of all, because if you can analyze the past, you can learn from it. And then that shapes your future. If you don’t study the past, you could repeat the best and sometimes it’s not good, right?

But Fujitsu was pretty interesting. They developed the first computer in Japan, that people could use. And that’s an old company from the 30s. And so Fujitsu Japanese electronics company.

They were the first to innovate their business model, and involve other stakeholders in their planning.

So, okay, so let me explain that your company, let’s say you are your company, you have everything to say about your strategic plan. And you don’t involve anybody else in it, because it’s your company and you do what you want, right? Well, that’s the traditional way of doing it. And it was that way for a long, long time, in fact, was almost the downfall of Harley Davidson. When Honda came in with their little 50, cc motorcycle, they almost put Harley Davidson out of business. And there’s reasons why they didn’t because Harley was an icon and a symbol of American individualism and everything but so Fujitsu involved, their customers, their distributors, their suppliers.

They’re all their supply chain, participants, their employees, the general public, they involved all stakeholders in their strategic plan, which is probably a good idea. And for that, well, for two things. First of all, in Japanese society, it never happens. Yeah. Or it didn’t.

So it was completely innovative in that geographically, but it was also completely innovative in the world. Because the companies felt like they knew everything the consumer didn’t know anything. They only wanted the consumers business to buy their product, they didn’t want them affecting their business. They didn’t want change, nothing. Well, Fujitsu kind of flipped all that around and innovated and it now it shapes every part of that company. They have these, think tanks these What do you call it?

What do you call that? You have lecture and then you have lab so these labs. So Fujitsu now has all these labs where people can come in and innovate and brainstorm and think off the wall and shape the company’s future. That’s a great idea. Well, now all the big companies do it. Apple does it. IBM does it. IBM almost went under. Yeah.

Thanks, Bill Gates, shout out.

But a hashtag evil.

But anyway, so yeah, Fujitsu is awesome with that. Harley Davidson, by the way, just to finish that thought Harley Davidson.

They thought they knew everything. And they didn’t worry about Honda, they didn’t think Honda was anything had any, like bearing on their future. Now, when you’re trying to build a business like this, is it important to know your competitor? Know what they do know what they don’t do? Well? Well, that’s that goes back to the beginning of times as spies. Yeah. You got to know your competitor, you’ve got to know. It’s the whole thing with the CIA. Yeah. I mean, seriously, and the KGB? And it’s the same thing in business Really? Right. Yeah. But you have two ways ago, maybe not at that level, you have an inside job, right? No, no silencers, but you don’t need silencers. But I would say that you’ve got to study your competition. In order to know what you want to do and not do with your future of your company, you got to know what’s going on.

You can’t build a business in a vacuum, you know. And so if you’re kind of in the dark, and you don’t want to, you don’t want to bother with that. You could go down a road based on your own brain. And you might find that that road is the wrong one, because this innovation over here. So you’ve got to know your competition, but it depends on what you’re doing. If you’re a drycleaners. It may not be as big a deal. Unless they come out with some new technology that your competitor starts using. And you have no clue. Yeah.

So So yeah, I think I think that the point of this, this episode really is you’ve got to spend the time and money and energy. And you’ve got to involve stakeholders, all stakeholders, and those are not people walking around holding your steak. Stakeholders are anyone involved, anyone who benefits from or is affected by your business. A stakeholder could be the general public, let’s say, if you’re a gas station, stakeholders for you would be the people in your area, the people who pass through the people who supply the gas to you, the people who maintain your pumps, the beat, all your employees, all those and your investors.

You consider all those stakeholder, they’re all stakeholders because they are all affected by the business. So when you involve all stakeholders, in your company planning, and you surveyed your suppliers, you survey your vendors, you survey your employees, you, have safe ways for them to express their opinion about you.

And what’s working and not working so that they don’t fear retaliation, right.

Some companies, if you speak about somebody, you’re gone, you know, and that’s stupid, because how are you going to grow and make positive changes, if you don’t listen?

You know, if somebody says it’s too cold, you turn the air down. If somebody is too hot, you turn the air up, I mean, what’s the big deal. So you have to you have to change with the times to the point where you’re at least attempting to progress and make things better for you and for your stakeholders.

So a company’s not just the owner. It’s everyone who’s involved and everyone who’s affected by it.

And the good thing is that it’s never a waste of time or money, to engage your stakeholders to sit down and plan and to brainstorm with people that you trust and make an actual good, solid plan to get from point A to point B. You will never miss that money.

It’s always a good idea. And way too often companies don’t listen to all stakeholders. They just look in the mirror and think they’re the ones who know everything. And then they’ll know fairly well not necessarily they could fail or they could just creep along or I guess in a In a crazy upheaval infested world, they, they could be wildly successful, but still, it’s not as successful as they could be right?

If they embraced the the power of the stakeholder inclusion, so.

So yeah, that’s just an incredible type of thing to do. It’s like being introspective. I mean, if you never look at yourself, you never analyze yourself at all. And you just exist. Then how do you know whether you’re progressing or not? Yeah. All right. Well, that’s kind of the time we’ve got now. I think it’s coming up on half the half hour.

See you next week.

Squirrel Marketing Youtube Channel https://www.youtube.com/channel/UCPkNjVRe5aD-JZwE6Beh8UA

Squirrel Marketing Podcast Page https://squirrelmarketing.buzzsprout.com/

TopLocal.org is an advertising co-op grass-roots movement to help locally-owned businesses develop a non-competing group of business owners in a particular zip code to increase traffic and sales. https://www.toplocal.org/

The Mortgage Millionaire Book – Sales and Life Strategies That Can Take You To The Next Level. https://www.barnesandnoble.com/w/the-mortgage-millionaire-william-b-bronson/1115389914

Squirrel Marketing Episode 3 – Action Plans

Join marketing guru William “Bill” Bronson and successful sports podcaster Jeffrey Cooperstein as they dive deep into the world of marketing and chase squirrels in all directions.

Squirrel Marketing Youtube Channel

https://www.youtube.com/channel/UCPkNjVRe5aD-JZwE6Beh8UA

Squirrel Marketing Podcast Page

https://squirrelmarketing.buzzsprout.com/

This is Bill Bronson and my trusty sidekick Jeffrey Cooperstein hello this is squirrel marketing where we fill your brain with all kinds of useful things and some not so useful let’s kick it off let’s go well cool so we’ve got a new microphone we set it up right it’s a blue yeti that’s cool so uh what are you thinking about well i um the first episode we were talking a lot about the swot analysis but we talked about what was marketing and the second one i kind of forgot we talked about a swot analysis so we talked about the swot analysis yeah and then we kind of added to it yeah so i guess which is fine but um you know i thought i was thinking about the swot analysis and a lot of people are confused by how to do it they can’t really do it well and so they may not do it at all you know if they don’t fully understand it right so what i did and what i recommend that people do is google it i mean just type it in the search engine how to do a swot analysis and look at examples yeah um but i went ahead and did a hypothetical one like for an insurance person and um and it was interesting i i actually reminded myself of some things and so like on the internal stuff the strengths part i i put top contracts with major carriers a good core group of management team spirit of helping others work ethic we’re friendly that kind of stuff yeah and weaknesses we don’t spend enough time planning we don’t follow the plans that we do make uh we’re inconsistent in our direction lack of capital you know the office is in a bad part of town that kind of stuff gotcha now external uh opportunities and threats i put and this is all hypothetical right but i put expanded retail opportunities like with stores maybe kroger hebs cvs whatever a new shopping center going in across town so there may be some opportunities to get a storefront there Medicare supplement plan f is going away that may help us have a reason to reach out to the community and to help them replace it with something else or whatever so these are that’s a fiat opportunity if you told john it was going away he’d tell you it’s not going away it’s only going away for people who haven’t turned 65 before january i believe first of 2020. that’s if you want to nerd out i believe that’s the future we’re not nerding out we’re using it as a a reason to reach out to people so these are they’re not necessarily gimmicks they’re what do we call them um moments there are opportunity moments there’s things that happen that compelling events is what you call it compelling events so for instance like um if your doctor changes from cigna to humana yeah that’s a compelling event that compels people to change from signature but then they need a special enrollment period for that don’t you or no uh that may qualify for a special enrollment period yeah i mean if your doctor changes plans yeah um but anyway so compelling event is what that is um and you could nerd out on it if you wanted to or you could just use it as an excuse to reach out to people yeah and i find that the most successful sales people don’t need much of an excuse at all yeah to reach out to somebody um but if it’s a toe in the door if it’s just a pinky toe in the door that’s all they need that’s all you need absolutely it just it cracks the door open a little bit gives them a little bit of an excuse to say hi uh to give somebody some free information or something and that opens a conversation so it’s like an icebreaker but finishing this this example swot analysis on the threats part i put something that is a huge problem right now and that is that walmart yeah one of our biggest retail opportunities opened their own insurance company to compete with the people that they were partnering with yep it’s isn’t that crazy i can’t i don’t know that i would ever buy insurance from walmart but some people will and um so yeah that’s a threat um i don’t think that it’ll go away i don’t think that they’ll say all this was a mistake i think that these businesses like walmart and uh especially amazon and google are they’re absorbing market share going into other markets uh we’ll talk about alignment in strategy uh at some point and they’re going into horizontal markets this is a horizontal situation for them that’s not going vertical right i mean because walmart vertical it would be merchandising uh it’d be no they’re just going straight in tires yeah no they’re just hopping to a different industry altogether and just stealing stuff you know basically and i don’t understand why a company would segment that far i mean amazon started doing it but amazon never really did have a niche anyway except they began with books you know the kindle just past that yeah they quickly became a platform for every industry so by becoming a platform for every industry then they diversified their focus that way right and then of course you know then there’s the uh the old uh let’s compete with everyone who’s doing business with us and shut them down or buy them essentially that’s really crazy but that’s why jeff bezos is like probably the richest guy on the planet so it’d be nice to be him i don’t know i don’t know i don’t i i don’t know though it’d be nice to have his money they would it would they would yeah i i don’t think i would be the kind of person who would want to go into every industry and strip mine it yeah i’m not that kind of person i want everyone i actually like people around me to be successful yeah i like to have friends who are successful at their thing that i don’t have a part of you know and um and i like to be around people like that i don’t want to be the guy who shut everybody down and now i’m king of the world that’s just narcissistic but so uh we talked about the swot analysis and we talked about a vision statement last time and i was listening to it and i was thinking you know part of this that most people won’t really understand what to do or how to do is to define their market a lot of people and we don’t have to spend much time on this because defining your market is pretty simple who are you going to help what are you going to give them yeah with what yeah and what are you going to give them so don’t be afraid to focus though i think a lot of people feel like they have to be a jack of all trades and this comes from a lack mentality and be very careful about making decisions based on a lack mentality because if you say for instance like in the insurance business i offer everything under the sun related to life and health insurance everything medicare everything health dental uh life annuities i’m a financial planner too you know what do you sell wedding dresses and manure as well i mean right because seriously uh there’s two mindsets on this um one that i’ve heard which is offer everything because you don’t want to send your clients to anybody else and the other is specialized and let other people earn their living too and i think there’s a huge benefit to specializing while having access to other specialists under the same roof that’s kind of over again that’s what we do here and but we promote something different which is weird we promote that you have uh you be able to help everyone with anything they need but what we actually practice is that we have specialists under the same roof right so what i would tweak it a little bit i would like to tweak it a little bit is to say recruit a variety of people who want to specialize in the things that you don’t want to specialize in let you specialize in what you love and have your team come in and help that client with things that they need so that your agency provides a well-rounded service but you have specialists who can focus and that’s i’ve seen that happen i’ve seen that be very successful you know but you can you can be an expert in a variety of things um just not very many yeah you know so i don’t think you can be a financial planner and be really good at medicare advantage no no absolutely um but anyway so what does that what do you what does that tell you do you want to go into that i didn’t yeah no i think that’s good i basically the whole idea i had for this in general was me just shepherding the conversation and you being the expert dissecting okay you know give me a scalpel yes you need a scalpel real quick i’m sure yeah so um all right well with that in mind um i think the next basic thing to think about is the action plan because we talked about the vision we talked about a swot analysis yeah so you need the swot analysis so that you can analyze where you are now but i think most people are more excited about thinking about the future how are we going to do it yeah so that’s called an action plan and typically that’s where you look at where you are now and where you want to go and in between those two points a and b that line that goes there whether it’s straight or wavy that’s what an action plan is how do you get from point a to point b and an acronym that i learned uh that’s really interesting is called smart so so your action plan has to be smart your goals have to be smart and uh that’s it that has a double meaning of course and they need to be based on intelligence um but they also need to be as the acronym says specific measurable actionable uh actionable reasonable and time bound yeah so for instance um specific we will place two we will place facebook ads measurable might be we will place two facebook ads yeah you know actionable uh we will place two facebook ads with a large budget you know starting tomorrow reasonable we will place two facebook ads with a 500 a month budget and then time bound when you wrap it all together bob will place two facebook ads a and b that we decided upon in the meetings with a 500 a month budget beginning october 15th evaluating effectiveness each monday until december 15th so i mean you go from here’s here’s the action plan um and that’s just a little small piece of it but you’ve got to develop it to the point where you know exactly when it’s going to start who’s going to do it what kind of resources are you putting into it um all of it yeah and so it takes time to do that and it got me thinking you know a lot of people a lot of people they fail forward have you ever heard of that yeah and that’s great uh it’s better than being stagnant not doing anything right exactly but failing forward a lot of that kind of means that you just you just put the effort in the raw effort you just do and then you somehow make it yeah well that’s kind of goofy i mean when you think about it it’s better than uh being stagnant but it’s a ship without a rudder you’ve got no map you’ve got no direction yeah you’re kind of just experimenting you’re not steering right and a lot of people do that and they do it all the time and they become a habitual non-steering effort person and i call that running towards income and i did that for so many years i did it um i was running towards income i had no idea how to get there i didn’t know how much income it was going to be all i knew was i was going to give it everything i got every single day as much time as i can put into it yeah and it caused me to be kind of a workaholic and even to kind of forsake my family yeah and to be annoyed when i had to stop for dinner or that kind of thing right because i had no goals i had no plan all i knew was i was going to work as hard as possible perpetually and that’s really difficult over time where is you down so i developed something when i was in the mortgage business and i i backed into my effort i backed in to what effort it would take to make what i need to make and i did that through with math because math doesn’t lie right so so i looked at it um what does it take for me to earn a dollar right and so i determined it’s uh say for instance uh 10 appointments i get 10 appointments for 100 calls so my closing ratio on appointments is 10 right and then i get two sales for every 10 appointments that’s a 20 closing ratio on sales to appointments and then i knew i made 400 bucks a sale let’s say i made a whole lot more than that on on mortgage but for the sake of this so if i know my gold for the month let’s say is eight thousand dollars and if i make 400 a sale that’s 20 sales so 20 sales is 100 appointments 100 appointments is a thousand calls so if you do the math 1000 calls divided by 20 working days is 50. that means i can make 8 000 a month based on the numbers now these are numbers that you get from your actual numbers right so you go back like three months and you calculate how many calls did you make each week how many sales how many appointments how many how much money was that you divide it all in and you come up with this ratio this formula and then you put that formula in here and you say okay based on what i just told you i gotta make 50 calls a day five days a week and based on the ratios i’m gonna make eight thousand dollars so now you know if you’ve made 60 calls today um or let’s say 60 conversations because i don’t like calls those can be voicemail but so now you know 50 is going to make you the money so if you’re at 60 you can stop for the day you can go have dinner and play with your kids and wait for tomorrow and live your life right so and if you think about it you can do 50 calls kind of quick well 50 conversations takes all day yeah yes you’re right yes absolutely um but you’re segmenting your goals because the calls you want one thing you want the calls to turn into conversation right so if someone answers your only goal is to turn that answer into a conversation well then once it’s a conversation then you change your goal right there on the fly while you’re talking to somebody because now that conversation you’re wanting one thing from that conversation and it shouldn’t be a sale you’re wanting that conversation to turn into an appointment yeah so you’re giving someone just enough of of a lure you’re giving them just enough meat you’re giving them just enough to hit that goal because if you lay someone laid on somebody really thick and they just answer the phone and your only goal is a sale you’re going to lay it on way too thick their wall is going to go up and you’re not going to make a sale in fact you won’t even have an appointment they’ll shut you down really quick so when you first call somebody this is not marketing this is sales now this is you’ve got to turn that call into a conversation you’ve got to turn that conversation into an appointment that appointment so it makes you the sale so you back into it and most people don’t do that most people run towards their income they have no idea what it takes they don’t do the math and they work too much they burn themselves out and what’s funny is most of the really truly successful people i know back into it yeah i mean success takes time and if you look at it they back into it and they look like it’s effortless because they don’t have to bust their butt all day long yeah they’ve done their thing now it’s time for them now it’s time to go to the gym now it’s time to go to dinner watch a movie with the kids they’re not worried about work right because they’re working their plan period and so it looks like man you’re making 300 000 a year and you don’t look like you’re working that hard but i know the other side of it i know people making 300 000 a year that never stop working right they’re divorced their kids don’t know them they can’t use their money for it’s so it’s horrible because they never made a plan right there’s not something fundamentally wrong with them they just didn’t do the math they didn’t work it right you know it’s funny uh my wife we were putting these lights on the pergola on our back porch and so she just buys them out of the blue no research oh it’s totally opposite from me yeah so i’ll research things to death and then i’ll order the best thing right no no she looked it up she’s like i like the way those look bought them and then so um i saw these boxes when i got home that i’m supposed to install or she didn’t say that she’s gonna install them but but her back kind of hurts and so i’m like was your backstarting why do you think you’re gonna be installing these so let me help well so she’s out there no plan not a plan these are okay it’s a static length these things are 50 50 or 60 and 60 feet long and the pergola is a certain dimension right so the pergola is 10 by 14. and these things are 60 feet long yeah well if you’re angling how you’re going to string them that’s not 10 feet that’s probably 11 feet so you could even kind of estimate but you still got to do the math right and so i kept telling her you don’t know where to start you don’t know where you’re going to end up and we’re hammering these big old brads into this wood and i’m like we’re going to have to pull these brass back out and move this thing around as you figure it out we’ll just do the math i have a i’m a measuring tape let’s do the math anyway so she got on this kick kick about teasing me oh let’s just do the math well so what happened was she went and got this chalk you know the kids chalky draw on the sidewalk yeah she eyeballs it she walks over there draws an x on my flagstone which oh it irked me because i just finished the patty you just put it so she draws these x’s on my flagstone our flagstone but you’re flagstaff yeah so she draws these x’s and then she just sort of lays this thing out oh willy-nilly and she’s like okay that’ll work i did the math like no you didn’t even use a measuring tape i mean you didn’t you don’t have any clue so when it was all done it worked out to the inch perfect and i was that’s not good because i mean you know it didn’t make my point right exactly it worked but it didn’t make your point it worked i ended up being wrong she’s always right and it looks great but anyway all right so what do you think what else do you want to talk about what are you doing this weekend not a thing nothing watching football you look tired i am very tired yeah why would you start gaming last night no i wish i the whole like weather mood oh just drains me so yeah it looks like it’s 5 a.m outside it’s dark and it’s not right now it’s 9 45 and um no sun it’s just rainy and nasty outside so good time to plan though absolutely that no those these are the best cleaning days good time to sit down and plan and i recommend people just take a piece of paper and dream think about where you are now and then put that behind you say okay that’s where i am now that’s a great idea what do i want my life to look like next week next month in january in june and kind of say you know be realistic and that’s the easy way to do it you don’t have to memorize these acronyms or anything just say okay by this time next week i want to be you know rolling out of bed doing 50 crunches right they read it every morning on the weekdays and then just make that little thing happen it’s kind of like those facebook ads i want to i want to decide on and place two facebook ads i’m going to set it for a 500 budget for the for the month and i’m going to do that by this time next week set that little goal and do it if you’re moving forward that’s a good thing and then as far as your effort level goes uh if you have leads to call or uh you’ve got something measurable i’m back into it yeah i understand yep so hope everybody enjoyed that little tidbit we’ll think about next uh next time and we’ll see you then and we’ll see you then have a good weekend see ya you Up next

Squirrel Marketing Youtube Channel https://www.youtube.com/channel/UCPkNjVRe5aD-JZwE6Beh8UA

Squirrel Marketing Podcast Page https://squirrelmarketing.buzzsprout.com/

TopLocal.org is an advertising co-op grass-roots movement to help locally-owned businesses develop a non-competing group of business owners in a particular zip code to increase traffic and sales. https://www.toplocal.org/

The Mortgage Millionaire Book – Sales and Life Strategies That Can Take You To The Next Level. https://www.barnesandnoble.com/w/the-mortgage-millionaire-william-b-bronson/1115389914

Squirrel Marketing Episode 2 – The SWOT Analysis

Join marketing guru William “Bill” Bronson and successful sports podcaster, Jeffrey Cooperstein, as they dive deep into the world of marketing and chase squirrels in all directions.

Squirrel Marketing Youtube Channel

https://www.youtube.com/channel/UCPkNjVRe5aD-JZwE6Beh8UA

Squirrel Marketing Podcast Page

https://squirrelmarketing.buzzsprout.com/

For those of you that don’t know by now, this is the squirrel marketing, podcast. It’s where we talk about all kinds of good stuff in marketing, but then we may squirrel off in one direction or another.

And no one knows what direction that will be. Nobody knows I swear. So last time, we talked about what marketing was and what marketing wasn’t right, and it was kind of a, you know, just a reality check, because people didn’t know. Yeah, they say sales and marketing, and they think it’s synonymous. It’s really not. They complement each other. And I think that’s what people really need to realize right, right. Yeah, in dating marketing is putting good clothes on before you go in for the kiss, sales is going in for the kiss. Right. Right. So um, so this time, I thought it’d be nice if we kind of discussed foundational stuff that everybody should know already. Or, or maybe they forgot, you know? Yeah. And this is something that you’ve talked about a lot with us in the marketing team is doing these kind of things that what you call a SWOT analysis. So if you could just kind of go in and just explain what that is that at a base level, and then kind of, you know, dig, dig deeper into that? Absolutely. Yeah. So a SWOT analysis is basically it’s an acronym, it stands for Strengths, Weaknesses, Opportunities, and Threats. And its analysis of yourself or your business, or whatever it is, whatever entity it is that you’re wanting to analyze what it is you’re developing a marketing plan for. So in the case of a company, strengths and weaknesses are internal, and opportunities and threats are external.

So internal strengths or weaknesses might be for a company, it might be your strength might be that you have a premium brand name, that it’s recognizable, people know it when they hear it, and then it has a good connotation or a good reputation. So some weaknesses might be, maybe you have a quality problem that you’ve identified, and maybe you’ve become known as the cheap, low quality product on the market. And that would be a weakness. And so when you analyze these things, you start to look at yourself in the mirror, basically. And just real quick, I mean, those strengths and weaknesses can be anything within the company, right? Like if you have a lot of money that can be considered a strength, if you’re lacking financially, that could be considered a weakness, that that kind of thing and stop dressing constrained to the people on the product. It’s all the factors involved. Yeah, well, it could be capitalization, like you were saying. It could be that you have awesome employees, dedicated long term employees, that could be definitely one.

It could be that you have a nice environment to work in. It doesn’t have to necessarily be how you present yourself to the public. It can also be basic foundational stuff as to work environment, like I was saying. It could be that you have a great health plan, or whatever. So the but but you can separate those into further internal and external features, like inside the company and outward their perception, you know, but, but really, it’s a brainstorming session. This whole SWOT analysis thing is a brainstorming session where you can identify your strengths and weaknesses. And there’s no constraints. You can say, Okay, I smell good. Well, okay, great. That has nothing to do with your business. But okay, now, when you do these, do you find that companies are less than honest about what their strengths and weaknesses are? Because they really don’t want to be told what their weaknesses are. Now, here’s where we may squirrel off in another direction.

Yes, I think they’re, they’re lacking the ability to be honest and look in the mirror like a lot of us are, and you got to get over yourself. That’s one of the things in our society now. Everybody’s leaning towards narcissism. We got like Narcissus everywhere, a little Narcissus riding around going to school. Everybody’s all concerned about themselves and how they feel about stuff. nobody really cares how they feel about things, right. And so everybody grows up. Now these kids are growing up thinking that everybody cares how they feel, which which they go. So it’s good for people to do this exercise. And I think this is the basis for any counseling session. Somebody might do. Like, for instance, you go to a marriage counselor, the first thing they do, let’s check reality. Let’s look in the mirror everybody and let’s go to you Jeffrey, let’s look in the mirror.

And tell me, and then let’s go to you, Laura or whoever. And so you have to do a reality check and look in the mirror. Fortunately, I’m not married yet. Unfortunately, fortunately, yes. But, you know, I’m in a long term marriage, and it’s been pretty amazing. I don’t deserve her for sure. But she’s amazing. And

So I frequently have to look in the mirror and say, How am I being the best husband? I can be? And am I being the best person or friend that I can beat her? And so in business, I’m always thinking about the other person. This is something that the Rotary Club is really famous for. They always think of what’s the greatest good and and how is it a win win situation? When I make a decision? I don’t know. There’s there’s terminology, my brother would know, he’s really big into it. But it’s basically is this a good decision or not for everyone involved. And so in a company, you can’t even come to that decision until you know who you actually are, right. And as a company, if you can’t admit, at least to yourself, the weaknesses in your organization, then you’re a narcissist, and you’re naive. So I mean, that’s probably the biggest key to you know, creating a marketing plan and creating just a plan of upward trajectory is, is really defining what those weaknesses are and how to attack them. Right. Right, exactly. And what’s one of the biggest, I guess, motivators? Well, money was the motivator for the show, but where the CEO would go into the workforce and work with the people and disguise themselves, like they didn’t know who they were. So the CEO is working alongside the factory worker, and listening to them bitch about the CEO, right. And it’s a good wake up call. It’s like, Oh, I didn’t realize that. All the executive team taken up all the good parking spots was a pain in the ass for everybody else. I didn’t realize that that was a sore spot for these people that work on the front lines. And so it’s a good wake up call when you do a survey you do. Always anonymous, always anonymous surveys.

But to do surveys, how do you like your job? And, you know, and tell us how you feel? Really, don’t hold back, please don’t hold back. And I would emphasize, please, because I want to know exactly how I’m being perceived. And then I look at my honest intentions versus how I’m perceived. And I see whether or not there’s some kind of misaligned right there. If there’s a misalignment, maybe I’m not presenting myself the right way. Because if I’m being perceived as something I’m not, it’s my fault, for the most part. Yeah, it could be their fault for just being touchy, but, but a lot, and sometimes, there’s a perception that’s a little stronger than my intention. And I’m fine with it. Because, you know, in some cases, people need to get tough skin. But in a lot of cases, I didn’t intend it to be that way, right? Back to my wife, I sometimes will say something and she takes offense to it. And I didn’t mean it that way at all. But I can see that how it came off. And maybe it came off from some other deep seated resentment or some kind of something going on inside me that and I didn’t mean it to come out to her. But it’s present in other areas. So there’s always ways that that happens.

But you got to be honest with yourself and look in the mirror. That’s the strengths and weaknesses part of this. It’s really a sit down with a glass of scotch or wine or ice water, whatever you drink, and just brainstorm with yourself, turn your phone off, turn the TV off, don’t listen to anybody that’s gonna say it doesn’t have to be this formal meeting kind of thing, right? I mean, it can be a thing where you’re sitting there at night, like you said, a glass of scotch, a glass of wine, whatever it may be, and just really just thinking about reflecting on, on what you believe you need to improve on. Absolutely, yeah, it’s so it’s two things. Number one, if you’re the business owner or the head of the business or somebody high up a leader, then you should sit down by yourself and really solve search, and brainstorm and write lists. You really should.

And then you should have the meeting with the upper leadership, the upper management, and discuss this and get their feedback. And then you should do a survey, company wide to all of your employees.

What is your perception of these these things? Please be honest, it’s anonymous. And then you should compile all that into data and see the consensus and see if it lines up with your introspective analysis. So if you can think about things with a glass of scotch by yourself, and you see everything one way, and everyone else seems to see the same things a different way. It’s exactly what we were just talking about where my intentions didn’t line up with the perception.

And so the first thing that you do, it’s really easy if you’re a one person company.

But if you’re a very large company, it’s harder, it takes more time. But it’s the very first thing you should do before you do any planning or strategic anything. So what once you identify those strengths and weaknesses, I guess, then you move on to the second half, which is the opportunities and the threats. So there’s that I guess that can be a broad topic, too. Because anything, I guess that can, quote, unquote, threaten the, you know, the upward trajectory of your company is considered a threat. And that can be a whole bunch of different things, whether it’s the economy, it’s a competitor, all those kind of deals, right? Yeah, it could be anything. So the external part of opportunities and threats is, what are your opportunities in the industry to take advantage of the time that you’re in right now? What is it? What are your opportunities with being able to save money on human resources? or fixed assets? Or what opportunities? Do you have to enter a new market or to boost the market you’re in or to gain market share?

What are your opportunities to increase the quality of your product or your service?

What things are happening? In the near future? For instance? Is there going to be a higher consumer demand for your product?

Are your competitors relatively complacent about innovating?

What about growth in foreign markets or new social trends? So these are all things that you might want to consider when you look at opportunities? Because those are external?

Yeah. So and then the, the other side, the threats? Is, okay, what will keep me from achieving my, my mission here? What is it, that that might hurt me a new competitor, or we’re going into a recession, or maybe we’re overextended on our credit lines.

And that’s not just an internal weakness, that might be limited financial resources, for internal weakness, but on a threat, it might be running out of credit line, yeah, might be a threat.

government regulations, maybe a threat.

You’re building a highway, and all of a sudden, you run into an indigenous track to land, that’s, that’s a threat.

So there’s a lot of those kind of things, new taxes, anything that could hurt, your ability to move forward, would be a threat. And that would be not something happening now. Because that’s kind of a weakness. Right? threat is something that could happen in the future. Right? So do you after you do these analysis, what the end goal of a SWOT analysis is to put the company in a better position to succeed. But is there a specific timeline that you look at, as, you know, how you want to see these goals accomplished in or, or anything like that? Or is it just a thing? That’s a slow process? And what’s gonna happen over time? Both? Yeah, both because some of these things can be fixed pretty quickly, quickly, you know, you could make some alignment changes, you could eliminate some positions, free up some capital or, or there’s, there’s things you can do. But if you can realize your weaknesses, then you should always be working on turning those into strengths internally.

And, and you can have a meeting with everybody and say, here’s the weaknesses that we’ve identified, and we need an action plan to move forward.

And the reason why it’s called an action plan is because it needs to be actionable.

It needs to be reasonable. You can’t set these super lofty goals and expect that they’re going to be a competition. No. And that’s why people say to reevaluate your goals often because you want to make those goals something that’s close enough to now that you can achieve it little

Steps How do you eat an elephant? One little bite at a time. But so with regards to your opportunities and threats, you

you also have people that you meet with about taking advantage of the opportunities, such as your marketing managers and, and, and people are advertising people. How can we take advantage of the opportunities that are coming up? And those are positive meetings. And then there’s the threats? Well, you might meet with your CPA you might meet with your lawyers might meet with your senior vice presidents, and say, listen, guys, these are some threats to us. And it’s not going to be good around here. If these things happen. We need a plan B, we need to plan ahead.

We may be coming up into a recession if we do we need more cash to be able to float through. So how do we free up more cash and so you get the CPAs working on stuff. You get your your VPS working on streamlining and freeing up budget money. So then maybe a new competitors coming in. Okay, guys, let’s get marketing in here. All right, we have a new competitor, what are we going to do? So this is all game planning? This is all Where are we gonna pass or run? Where’s the receiver gonna be? What’s play. And so this is all a game plan deal. And the SWOT analysis lets you look at yourself in the mirror, treat yourself, honestly. And then make a plan that, that makes sense. So in summary, if you’re a company in really any industry, and you’re looking to improve, whether that be financially or culturally or anything like that, you need to do a SWOT analysis. A SWOT analysis is a must. Yeah, and you should do it probably yearly. And, or even, you could do it quarterly that may be a little anal, but at least yearly. And, and take a look at it. And really, you know, I’ve always been a big fan of the retreats. So like when I was in the mortgage business, and they had all the vice presidents and they flew him up to Virginia, it was a beautiful area, they rolled out the red carpet, and we had this week full of meetings, and we had keynote speakers come in, we had team building things going on. And it was a great time. And we actually did this kind of deal. We looked at what was going on in the industry. We looked at each other’s

areas and performance. And everybody helped the people who were underperforming and praise the people who were over performing, right. And then we all got together had a great time. And that’s what it takes to build. And some of those people are still my friends.

I was only there eight years as a VP, but come on. That kind of team building. Yeah. So I made friends. And I still talked to some of them today. And I mean, it takes time to build that kind of relationships. Right with, you know, yeah, yeah. But you should build that kind of relationship. No, absolutely. You know, and if you’re a business owner, you shouldn’t shy away from building relationships with your top people and, or any people in your company. Look, you can build a relationship without being inappropriate.

Seriously, so you don’t have to shy away from building relationships.

You just got to be careful, if you work with them, how you go about that, you know, but you don’t need to shy away from it. It’s more fulfilling and rewarding. If you can look at your top people that have been there for six 710 years and say, you know, we we’ve had many fun evenings cookouts with our families together. We’ve broke bread together.

And we’ve done things that didn’t involve work, we lived life together. And there’s these deep connections that don’t go away. And some companies just missed the boat on them.

Is there anything else that you would? Yeah, advise? Yeah, I mean, and we’ll talk more about it later, but on the next episode, but a mission statement and a vision so your once you’ve really looked at your SWOT analysis, looked at your strengths and weaknesses, your opportunities, your threats and looked in the mirror really analyzed your yourself and your current situation. This really is the beginning stages of a strategic plan. So what you’re doing is you’re looking at yourself now. And you’re starting to look off in the future a little bit with your opportunities and threats. But you have not looked at your vision yet so you haven’t looked at porn.

B, you’re at point A right now analyzing point A, but you have not identified point B. Nor have you plotted a course to get there. And so this first step, the SWOT analysis is your point A, and figuring out what you want to offer the world, what your vision is for the future. Those are two things that you got to do. So your mission statement is just what it says. What are you here for?

For instance, Google, their mission statement is to organize the world’s information and make it universally accessible and useful.

That’s Google’s mission state, you can go into a squirrel about Google if you want. Yeah. But the mission statement is, what’s your mission? What’s your goal? If you have if you had your soldiers sitting here? What would you say? Okay, gang, here’s our mission. Now speak. That’s your mission.

Levi’s, you know, the blue jean company,

their mission statement is, we will market the most appealing and widely worn casual clothing in the world, we will close the world.

That’s their mission stay interesting.

And so when you think about it, it’s a broad brushstroke statement of what you are here on this earth to do as an organization. Yeah.

And then the vision statement is a little different. I was gonna say, let’s talk more about that. Yeah, we need to dig in your vision is, let’s squirrel for a second.

I watched a TED talk by this lady named Nancy Duarte, and she’s freaking amazing. This is one impressive lady, let me tell you.

And she talked about how the speeches had a cadence to them kind of like, preacher, you know, and how they, they churn and squeeze the audience, and they build this momentum, and then they get to this, this Pinnacle moment, and then it dies back down. And so they have this cadence where it builds and then it goes back down. And then the build, it goes back down. Martin Luther King, I Have a Dream speech was one that she highlighted.

The Gettysburg Address was another one. And she said that she noticed there was a shape to the speeches. And when she realized the shape and analyze what the shape meant, she could actually take the great speeches of all time. And they all had the same shape. Yeah, the Steve Jobs, iPhone launch had the same shape.

And so what it is, is you talk about what is and what could be, and what is and what could be, and you go through several of these, and you keep churning back and forth, what is and what could be.

And then at the end, you paint this picture of this utopian environment where your goals and aspirations your dreams, your vision has come true.

And then you need leave it there. Well, the vision statement goes a little bit further, and talks a little bit about how you’re going to get there. But for the most part, the vision statement is what you see happening in the next, let’s say five years.

And it’s an actionable vision, something that you can talk to people about you can get them behind it, you can get people motivated to it. And it’s more than this mission statement, because for instance, let’s look at this. If Google’s mission statement was to organize the world’s information and make it universally accessible and useful.

That’s not I mean, yeah, well, absolutely. I agree. I could gone on that. Right. Like, the words have to be they have to pop out on the page, not for a mission statement. For vision statement revisions, right? The vision statement better be a lot more exciting than that.

So it’s not even just a vision statement. It’s your vision. So it’s not just a statement, it can be it can be longer, and usually it is your vision for the company. And it could be paragraph.

So basically, before we get into the weeds on that, maybe next time, let’s just say that your vision is where you want to be. That’s your point be explained. So if your SWOT analysis analyzes now, your vision analyzes later. Yep.

And it’s a not happening yet thing. It’s not currently in existence, this is something you want to create. And so if you’re moving this big old beast from point A to point B, that’s your point B. Gotcha. Yep. And we can dig into the vision statement creating that vision board. That’s kind of vision, boy. I mean, why don’t we made that like a part two of this episode for next time is we’ll save that really dig into the vision and what that means. Perfect. Then I can roll out the the method to get there too. Absolutely. So for all that all the marketing content you can possibly need from these two handsome fellas.

This has been the scroll Marketing Podcast. Absolutely been a good time. We’ll see you next week.

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