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EPISODE INFO

Topic: Hacks for capturing internal data for better marketing and sales

Steve Farnsworth, CMO the Steveology Group joins Get Found with Erin Robbins to discuss tips and hacks for gathering more data from within your organization to improve marketing, sales, and customer success efforts for your brand.

Speakers:
Erin O’Brien, President & COO at GinzaMetrics
Steve Farnsworth, CMO at The Steveology Group

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FULL VIDEO TRANSCRIPT

Erin:  Hey, and welcome to this week’s edition of Get Found, a weekly series dedicated to talking about all things kind of marketing, digital strategy, content, sales and whatever else we deem worthy whether you do or not.

This week on the show, I’ve got Steve Farnsworth joining me and Steve is going to introduce himself and tell you why it is that he chooses to put up with this [00:27 inaudible].

Steve:  That’s a great question. I think it’s for all the chicks. Because it’s doing podcast – chicks. I’m Steve Farnsworth and I’m the CMO for the Steveology Group. We actually create content for B2B companies that help create demand and interest and awareness, and to bring you all kinds of leads, so that’s what I do. And, why am I here? Again, chicks.

Erin:  I mean, the ladies love good podcasts. That’s just –

Steve:  You know what, it’s like, “I have a podcast.” Women are like… flies on honey. I’m just saying.

Erin:  I mean, I’ve got three and the chicks flock to me constantly.

This week, we’re actually talking about data capturing hacks to get kind of internal information to boost your marketing and sales efforts. We’re going to try to stick to the topic. It kind of dovetails off some stuff we were discussing last week and some after-the-show chat that we had about why people aren’t really minding a lot of this information that they already have access to inside their organization.

There really is this wealth of data that people have inside their own organization and I think a lot of times you’re really looking externally at how do we go get more information, how can we analyze what else is going on out there when we’re not really focused internally.

Let’s kick it off and talk about why this is important for starts and then let’s get into some tips.

Steve:  That’s interesting. They’re a fairly common conversation I have with folks. One of the things about technology, there are really a lot of really smart folks in it and it’s an honor to work with these people. But often I’ll sit down in meetings and ask them questions about what they’re doing in terms of their marketing activities. When they start talking about what audience they’re really serving, they always have an answer but we start to dig into how they came up to that answer or audience are doing for specific activity. Sometimes you find out they haven’t really thought it through or thought about it at all. Often, they’re very surprised with that.

What we’re talking about is, how can we look some of this data, a little better data? If you have a business intelligence software and there are a lot of really great open source and free ones out there, you can get started if you aren’t already using that. But with some data that marketers can help extrapolate to help learn more about who their customers are, who their targets are, where they can better use their marketing dollars. We talked about a couple little hacks that we both shared that people should be doing or adapting.

Erin:  There’s so much overlooked information that I think that a lot of it goes back to one of the things we are touching on last week, which is interdepartmental sharing, fighting for credit over things, talking about is this information usable or not usable. Whether it’s usable or not, usable isn’t whether or not the actual information itself is usable. It’s about whether or not it’s in a format that somebody can actually do something with or would ever even recognize that that’s like actually a thing.

One of the things I wanted to touch on today for my tip and trick situation is I always talk about creating content groups and keyword groups. Today I’m going to focus specifically on content groups. Because I think that where you can really help yourself out a lot is if you create content groups especially if you set up content rules where things will funnel automatically into this group space whether you add new content or not. There are two separate ways I think that people need to do this.

The first is buy things that actually match your needs like solutions, common questions, products or features, audience types, things like that. And you can do all of those so that you don’t actually have to just do one. You can actually do a group around solutions that you have a common question or audience pain points. You can also do a group around features and things like that.

That includes all content. So, it’s not just you’re marketing landing pages and your specific marketing copy – it’s everything. It’s support materials, FAQs, whitepapers, case studies. It’s everything you’ve got goes into these groups.

Then, the second group you need to create is a content type group and this is stuff like blog post, whitepaper, case study, video, whatever it is.

Once the stuff is grouped, the thing that you can actually do then when you’re gathering data from other organizations, let’s say your customer success and support team, you can actually see specifically which of these categories they’re sending out more frequently or they are using most frequently.

Let’s say what you notice is that they’re using one particular group of content around a specific solution or feature, this actually tells you that they’re getting asked those questions the most frequently are that they’re dealing with things that require that kind of content really regularly. So, now you know.

Then the second group where you’re actually looking at things by type is you can actually take that grouping and to take that cross-section, and say, “Hey, it looks like they’re actually sending out video content a lot. I’d really like to know why. Is it because it actually performs better? Is that what really seems to be resonating to folks?” Or, “There’s sending out this e-book or something like this.” You can talk to them about like, “Hey, are you sending this out because it actually seems to perform best? Or are you sending it out because it’s the only thing that you have around this and you actually want more content around this topic in different formats?” This gives you a lot of jumping off points from internal stuff in it.

That same kind of digging in situation works really well for sales. You can see that kind of information for what sales is using, for what product is using, for what each location or region is doing like our certain regions really heavily utilizing certain content differently than others. So that’s kind of the internal data that you can grab a hold of.

Steve:  I’m thinking there are a couple of things in there that make a lot of sense for sure. We’re talking about tracking the kinds of content, we talked about this before, even on the notes I want to share is when you create content via links you’re sharing the sales, if you don’t know what a UTM tag is, go and learn, they’re really super easy to learn, UTM tags. There are basically ways of creating a URL that tells you exactly where that piece is and where it’s from in a campaign. There’s a lot of data you can track in Google Analytics. So definitely do that. At least, we’re not going to deal with the UTM and use Google Analytics. At least, it’s like a customized short URL that you can track usage because you really want to see which pieces are being used the most.

The other thing which I would go into is again, I understand is in terms of what are the needs to sales. The other place you can help dig additional information out is – I would do in a time fix thing because salespeople’s attentions are kind of small, but salespeople write letters all the time especially for complex deals where they’re answering questions or concerns or issues for a buyer before the acquisition. And a lot of times, the information is really super useful.

I would hold a contest every couple times a year for a nice steak dinner or something that would get a salesperson’s attention and say, “If you have a follow-up letter that has a great issue in it that we’re able to use for a blog post, we’re going to award a steak dinner to the best one,” or something like that and you’re running for a fixed period of time.

Salespeople – they know the product, they know your customers better than most marketers do. And so, if you can get it with them, you get the information, collect that data, that’s a lot of free feedback for what people are asking about, the issues that are stopping and slowing down sales or the velocity of sales. This is priceless information.

Erin:  That’s so true. One of the things that you hear a lot right is this whole idea of use customer success or support things as blog posts but people don’t think about what their sales hearing before people ever get to the necessity of support. That’s a get out there ahead of what you’re really looking for kind of a situation as opposed to “I’m going to wait until somebody actually has had the problem and then fix it,” which is great, too. But first, how do we even get them in the door?

When we’re talking about discussing what’s going on with sales, one of the things I think that we’re overlooking with both sales and support things in terms of marketing content is what are they doing that works? When something goes right and when they answer a question or concern really well, what did they say? I want to know specifically what their e-mail said because I don’t want to use similar verbiage, I want to mimic their explanation style, I want to understand what keywords or concepts they really attach on to.

One of the things that I’ve actually done – because we actually have technical support here that’s made up of engineering team members – a lot of times when a customer has a complex question and they answer something really well, I go back and I look at them like, “How can I actually create some kind of material or something that I can send?”

They did a really good job at breaking something down that really worked well for somebody in answering a question and it’s already written. You didn’t have to make it up. Somebody already did it, just figure out a way to put it in your new kind of marketing content. If they did a really great job at writing it out in an e-mail, not only can you see it as an e-mail template or make a blog post about it, you can use it as something that you could use for advertising, you could make a video quick explainer like a two-minute walkthrough on it.

Steve:  They’re all great ideas. I think that those are perfect. One thing that I think that you should as marketer, what you really want to get to is creating a marketing dashboard. There are a lot of ways to go about this. One way is to understand you try to collect data that is important to your CFO and your CMO and your CEO. Understand what are the metrics they are really looking to move out? There are going to be things that are in dollars in sales and that kind of stuff.

If you can collect information from the data you have, even if you’re using an Excel spreadsheet to post data in, that’s a good place to start. Additional information that you might want to have as you’re starting to collect in using Excel spreadsheet, and there are lots of free templates out there. So either business intelligent template or marketing intelligence dashboard, just Google those and you’ll find free templates. But you can start collecting that data, that’s really helpful.

The other data that you might start collecting is – think about, what are your business objectives? What are you going to do with that data? Is the data actionable? And this is something that a lot of people, really a lot of marketers in companies collect massive amounts of data because they’re pretty charts and all kinds of numbers and it is huge.

Most was not actionable or they look for two or three. But most folks will look for two or three metrics within that huge report, it’s the only data they’re really looking for. So you have to ask yourself, “Is the data I’m providing going to be helpful to me or to my boss?” But at least, know what your objectives are, what’s important.

The other part is: don’t become perfectionist. If you’re sharing your reports to anybody else or even just for yourself, don’t become perfectionist. It’s not perfect, it’s going to evolve and you need to be open to it because the data changes constantly and you’re going to need to be able to respond to that. Part of looking at data is understanding and recognizing patterns. And so, you see that you’re going to organize the data differently, so be flexible.

At the end of the day, you want to create a workload data strategy that something you can master or familiarize yourself with. Don’t do something that’s so complex that you can’t get your arms around it first time out, start simple and grow. Worst case, you can warehouse your data, so you’re collecting all those data, maybe not using all the data but you’re collecting it going back, so at least you have it. And as you evolve, then you go, “You know what, I love to correlate this data with this thing,” then it might tell you something.

So, think about as you start, don’t be perfectionist. Make it workable and understand how it’s going to evolve to a dashboard that gives you some useful information that you can also share with your bosses and your bosses’ boss.

Erin:  Such a good reminder too about not needing to be a perfectionist and getting everything together because that does so a lot of people down and stop a lot of people from getting involved. They’re sort of like, “Well, that’s not going to be great, so I’m not even going to try,” and all these other things.

This actually kind of jumps into one of the hacks that I was going to bring up, which is people probably had already as you mentioned, collecting a ton of data and the thing that happens all the time is, “Hey, I’ve got all those data.” And then, people are like, “Ugh.”

Don’t bring something up if you don’t have anything to do with it. But if you told somebody this happened like when we have this massive statistic but you don’t have any way of figuring out how or what to do next and all these different things, look for what you can make actionable as you mentioned.

The other thing that’s my hack is, use other department’s reports. For example, if you see this massive spike in customer support tickets and you get these reports, you’re like, “What happened?” You’re like, “Why are so many people having a support problem right now? Can we make materials that will help solve some of this and increase retention?” Or you see sales stuff like, “Oh, sales have a massive closing month. What’s going on? How did they close? What was it that contributed to that?” or different things.

Use other people’s already collected data and then look for as you mentioned patterns that you can say, “Hey, hmm, something is going on in this other department, what can I either do to leverage that information or to help make it better and be the rock star that helps the entire company succeed?”

Steve:  Part of that I think is something most people don’t do and they really should. I know a lot of CMOs who actually do this but really understanding your customer is so key. For any given product, what I like to do, if there’s enough data that some products don’t have that [15:03 inaudible] customers, but I like to pull out the last 100 sales for a particular product and look at it.

What are groupings within that data, what are industries, company sizes, titles of buyers? Are there some kind of logical groupings that I can tease out of those last 100 customers. More if you have it, less if you don’t have 100, as many as you got, you can at least make some educated guesses on a stuff.

Erin:  What feature or what specific thing made them be like, “Hmm, I want that?” What were they looking for? What were those people looking for?

Steve:  This is a little delicate. You have to develop relationship sales. But I think interviewing customers closed business is awesome that your salesperson is going to want it to be there and know what the questions are you’re going to ask, and you have to walk gently with that with a closed business.

But that’s a good place to ask those kinds of questions. What are the other competition they looked at? What did they like about the competition? What did they like about your product? What did they like about the competition less? What did they like about your product less? Those kinds of questions. You want an open-ended questions and you don’t want skewed results, but you want to ask these questions, you want to do it directly and be able to have that conversation because you wanted them –

Erin:  If they’re like a lead, then you would know what content they had consumed prior to close. So hopefully if you’re doing content grouping, you actually have them in a bucket that says, “These are the types of features that they were looking at when they were still a prospect,” and stuff like that.

So, hopefully, then going into a conversation with them, you would have some of that information at hand so you can actually then ask deeper questions. You don’t have to jump off with the basics of why. You can jump off with, “It seemed like these were the things that you were looking at or it seemed like this was the solution you were looking for. Can you tell us specifically when you were looking at our content how we addressed that in a way that really spoke to you?”

Steve:  Even like going out further with that, I think that this is something people almost nobody does and it’s really saddest doing lost business interviews. Every time there’s a lost deal, everyone is embarrassed, everyone hates it, they’re frustrated whatever. They lost the deal and so they move on. That’s what salespeople do. They take abuse all day long and they move on.

And so, what you really want to do is you want to go find those folks who lost business and try to reach out to them and see if you can have a conversation with them. I would probably try to do it. I wouldn’t necessarily say you’re calling from XYZ company, you might say that you’re calling for XYZ company doing an anonymous follow-up survey or something like that, so people don’t feel put on the spot. No one will ever to be honest with you if you ask directly.

So if you can give that an arm’s length or even hire someone to do it or some other group to asking these questions, find out why you lost business. The other thing that you should be doing in tandem with all these things, you’re looking at all the closed business to understand who these people are demographically. You’re ideally going to follow-up interviews with this closed business. You’re doing interviews with lost business, which is something that’s gold, that’s millions of dollars with the research rate right there.

The other thing that you should be doing is sales right along. Basically, you go take salespeople to lunch, get to know them and say, “I really like to go on a sales call with you.” They can just introduce you. They’re not going to introduce you as someone from marketing. They’ll say, “This is my teammate so and so, and we’re here together,” and they can just be kind of a quiet associate. There are ways to actually go along if he knows to do these things.

You should be doing sales right along. I’d say do ten or 20 things a year because I think it’s that important. Go in to events. These are all things that you should be doing to get a better hold of the facts about what your customers are, not just your couple simple surveys but actually some empirical research as you go out in the field.

Erin:  The sales and marketing thing – we talk about this a lot and in every organization across a ton of different industries that I’ve ever been in, sales always has their opinions, preconceived notions about marketing and marketing always has their opinions about sales and what a salesperson is and like, “Ugh, such-and-such sales guy,” and they’re like, “Oh, well, marketing.”

We all do this but what’s funny is – and one of the common complaints I hear from marketers about salespeople was they’re kind of douchey and stupid, and they all sound the same and it’s really annoying, and sales guys are annoying. The funny thing about it is if they’re a good salesperson – and you probably want to talk to the good ones in your organization – they’re closing business, so they’re doing something.

So that at the end of the day, the thing that we’re probably forgetting that we all always forget is that we’re too close. We’re too close to it. We hear about this product all the time. We work in this industry. We have been here forever. We hear the same spiel. We write marketing copy all the time and so we naturally are a little sensitive to it.

But we forget that advertising, marketing and sales make billions and billions of dollars every year and that people actually do respond to this one. It’s not their industry. If it didn’t work, it wouldn’t be working and we would now be employed.

So I think that sometimes you have to take yourself away from the fact that this is your industry and you think it’s stupid and you hate this copy. I will get different things that I’ve even done for Ginza and/or I’ll look at other people’s copy and I’m like, “God, this is so lame.” But then I’ll look at it and the clickthrough rates are amazing and people are totally responding!

I sent out this e-mail a couple of weeks ago and I was like, “This e-mail sucks.” I’ve got four demo requests after I sent out this e-mail and I was just like, “Ha!” Things that I think are a little silly sometimes aren’t silly because I have to take myself because I’m not the audience. I built the platform. I helped work on this ideally that it’s like my baby. So, I’m not the audience for this.

I think that a lot of times when we’re talking to salespeople or salespeople are talking to marketing people, we all are getting to our corners and getting to this person is this way. But guess what, what they’re doing works or they wouldn’t be doing it. So, the flipside.

Steve:  Yeah, I love salespeople. I think you need to understand as a marketer, it’s something like a car and they’re driving the car, they’re closing the deal. As a marketer, you’re trying to make the best car possible, the best engine possible. Salespeople, they’re driving the car, so they don’t know about marketing. They tend to look at things like, “Yeah, we need better tires or some kind of generic things.” They don’t really have the strategic wherewithal but they do know it works. So, as a marketer, you have to listen to what they say and then translate that into strategy that’s scalable and make sense given what you’re doing.

The other thing which I think people should be doing is industry research. I think this directly goes back to what we’re doing in terms of marketing data and business intelligence for marketing activities.

Google Alerts is free. They killed it for a while and brought it back and still it’s really a good source. Google Alerts is free. You can go set up alerts to track your industry and see what’s going on, what are the latest developments in your industry. You can track that. You can also look for [22:16 inaudible] your brand or your industry generally or competitors. And these are all [22:23 inaudible] these searches up.

And if you do it correctly in Google Alerts, one of the options is to have it mailed to you every time there’s an update or a daily update or a weekly update, you have it mailed to you. I would actually do an RSS feed and Google says, “RSS feed,” and you can do it as it happens. You can run that RSS feed into feedly.

Feedly is an ISS reader. It’s like a little mail reader, if you haven’t used it. Feedly is probably the easiest one to do. Put the RSS address in there and you plug it in, and every time there’s new update from that from the Alerts or from your blogs, you’re going to read it in a nice little reader, very handy to do and a way to stay up on the industry and your competition and mentions.

And it’s super smart. You should be at least doing this. This is the kind of thing that you can look into daily or every other day and say, “Do my competitor get mentioned? Is there a new story here that I missed out on?” So there’s a lot of great data with them. So, Google Alerts, using your RSS function and then running the RSS function into an RSS reader like feedly.

Erin:  Totally. It’s like Google Alerts set up forever. One of the things that I did that helps me out is I had certain things that come to me as it happens, things that I really want to know about. Then I have other things rolled up into daily and weekly digests because I know that it’s just going to be too much.

Steve:  Exactly.

Erin:  But the thing that’s really great, as you mentioned, putting it in feedly or something, one of the things that I do sometimes is I actually do a quick scan and I mine it for content ideas. Are there are a lot of people talking about a lot of specific things? Especially if they’re talking to my competitors about those specific things and I know we’re in here and I don’t have any content that matches any of that. I’m like, “What am I doing?” They’re talking to my competitors about a specific thing over and over and over again and I don’t have any content about it. I should probably make a video or write a blog post, do a SlideShare, get off my desk and do something good because this is obviously people are talking about.

I think what’s great about Google Alerts is it’s what’s happening right now. It’s not just everything from Google pulled in ever. It’s stuff that’s showing up in news and changing now, so it is kind of at the moment.

Another kind of hack that internal data gathering and idea gathering thing. One of the things that marketers and internal people have always hated about sales but you’re really looking at it wrong, you’ve got to just think about it smartly because they’re going to keep doing this regardless of how you feel about it so you might as well take what they’re doing and leverage it is salespeople will promise people things in order to close the deal. They’ll be like, “Yes, sure. We could totally build that,” or, “Yeah, that will happen.”

Here’s the thing. We’re going to do it regardless but the thing that you can do with that information is if you see them keep promising people the same thing over and over and over again, it means you’re missing a feature or core functionality that somebody else has because people keep asking for it and then you’re obviously not marketing against it. But if people keep asking for it and your salespeople keep promising it to people, then obviously, it’s something that they’re hearing about regularly in the industry and you need to take note not just from a product standpoint but from a messaging standpoint because they keep getting asked about it.

So, you’re not going to change the leopard spots. What you need to figure out how to do is how do you make the leopard do something good for what you need?

Steve:  How do you skin that leopard?

Erin:  And then make a really cute coat out of it.

Steve:  Actually, I also like – this is kind of an easy hack – it’s a website called SimilarWeb. SimilarWeb is like the low-end version of GinzaMetrics, I guess. It talks about where traffic is coming from and geography. It basically estimates traffics and basic things. It’s just as a place to get started, it’s a good tool. It’s not going to be very robust but at least you can look at your website compared to your competitor in a very basic level. You can track how much traffic they’re getting compared to you. Again, this is mostly guesstimates based on some different data sources, but at least it gives you a baseline about where you are compared to your competitors.

Erin:  Totally. I know that we’re running out of time for today. So the thing that I wanted to touch on and obviously, you need to be able to make your closing statements too, is that nothing I’ve said today about looking at content or grouping things or looking at what people are and aren’t using or anything is in any way, shape or form a call for you to go get rid of content that people aren’t using frequently or to only focus on the groups or things that you see being used right now constantly. Here’s the thing that we always point out: content is part of an ecosystem. Also, what you may have is a group of really well-performing content and the thing that’s performing the lowest is actually still performing really well. It’s just not performing the best but it’s still really good material.

So, we are doing this stuff, the recommendation shouldn’t be, “Well, these ten things are doing really well and these ten things aren’t, so screw those ten things. Let’s stop messing with that and let’s only do this.” You have to understand the connectivity and interwovenness of how all that stuff actually works together to achieve a goal because it may have been that people hop, skip and jump through some of that other stuff and got to that other piece. So, getting rid of it will actually lose you the path.

That’s my closing thing: none of this is a call to arms to get rid of certain data that you’ve collected or types of content that you’ve been working on or anything like that.

Steve:  Two things that I would share in closing is Google Tools. It really is a marketer. You should understand Google Analytics. You should understand Google Keyword Planner and Google Webmaster Tools.

Now, you may not be in charge of that stuff but there’s a lot of really good information in all those places. It’s about what people are finding in your website, what they’re reading in your website, how Google sees your listing in your website. This is a huge data. Organic has to be a part of any strategy to keep lead cost lower.

So, as a marketer, if you’re full and hands-on, you should be all over Google Tools. If you’re just a smart marketer and you have other people doing some of the stuff for you, you should completely understand it and be familiar with the tools and be able to use them with those folks.

Then last little thing is really about – and this is a throwaway – but we all have the signatures. I think signatures are usually on the bottom of an e-mail. Signatures often are not very standardized in a company. Here’s a great opportunity for you to promote all your content like your latest blog post or your latest e-book or that kind of thing.

A throwaway is you can put surveys on there. You can actually put a survey on the bottom of signatures but also on auto-responders. For instance, let’s say you have a blog post sign-up and they sign up and a thank page comes up and says, “Thank you for your [29:51 inaudible], for getting our new blog.” You can actually put a little opportunity for a survey in there. You’re using SurveyMonkey or whatever and then ask them, offer them maybe another download or asset to do it but ask them questions that you want to know about. What kinds of features are they using in the industry?

This is not so much about your product but it’s about your industry area because people who are reading your blog may not be buying your tool then or have a tool right then but they’re interested in your area. So you need to ask industry-related stuff but you can get a better idea about what kinds of content they were really going to find important, who your readers really are. There are all kinds of questions here. In your e-mail signature or in your auto-responder Thank You page, add a survey. Easy to do.

Erin:  Survey is the best. Seriously, I wish people took that more… But any chance that you get to ask somebody a direct question and get some immediate feedback is a solid win and even if you don’t get very many responses, every response you get is somebody, from their mouth to your ears, reply and you better listen.

The worse thing that I think you can do – and this is actually a danger, this is a caveat and you may disagree – don’t send out surveys or ask people how they feel about something if you’re not prepared to do something about it once you get it because then it just seems like you’re being a jerk. Unless you put it in there like, “Hey, we’re just collecting some information for shits and giggles.” Especially when you’re doing this with customers, don’t ask people, “What features would you like to see in the product?” Get a bunch of people who will respond back and tell you exactly what they want and then ignore it. And you don’t necessarily have to build it.

The thing that you should be prepared to do though is respond back and explain the path forward after you just asked these questions. That’s the caveat with asking people questions or sending out surveys, not just obviously Internet e-mail, snippet surveys and things like that.

There are actually satisfaction survey things, too. The funny part about that is people will just ask you like, “How do you feel about this? Good, bad, indifferent,” whatever. At the end, if you actually have wherewithal to click on something, it’s always because you’re pissed off and so it’s like frowny face.

I would also say steer away from those kinds of things because you’re probably not going to get real information. You’re just going to get people’s of the moment. So I think you’re totally right and ask industry-related questions.

Steve:  Yeah. I like your point. I think it’s true for external or internal when you ask people’s advice to things like, “Talk about how you’re going to use that data?” Make sure you thank them for that data. Ask follow-up questions if there’s anything about that. You say, “Listen, this is a great data. We’re going to be talking about all these things coming up. We’re going to be including your response, so thank you very much.”

People do want to know that their time is valuable. If they spend two minutes or three minutes or five minutes answering the questions for you, that’s a gift. That’s a gift that they’re giving you, and you have to honor that.

Erin:  Totally. Well, that is all the time we have for today. Steve, thank you so much for joining. I will talk to you guys again soon. Look for this show on GinzaMetrics.com website on our YouTube channel, youtube/ginzametrics. We also always put it on our Twitter feed, as well as the Facebook page, so you can find us there. Feel free to always e-mail erin@ginzametrics.com with any questions or comments that you have, future show topics, or guests you like to see.

Until next week. Bye.

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