The Not-so-B2B Growth Engine
Join marketing leaders Liz Wood and Glenn Landauer from MOI Global as they take you through a new framework for your growth marketing strategies.
[MUSIC PLAYING]
Well, hi, everybody.
Thanks so much for tuning in today
and checking out the not-so-be-to-be growth engine
from MOI Global.
So first and foremost, we want to thank Shelly and the team
over qualified for the opportunity
to share our re-envision growth engine over at MOI
during the Pipeline Summit Summer Camp series.
So I'm Liz Wood.
I am at Global VP of Demand at MOI Global, full service,
marketing, shop, and B2D at agency.
And I oversee everything in media, demand, generation,
and account-based marketing.
So I'll hand it over to you, Glenn,
to introduce yourself and then we can dive right in.
Yeah, thanks.
Hi, everybody.
My name is Glenn Landauer.
I'm VP of Growth here at MOI.
So I lead Business Development.
I'm also a strategist.
And I'm really happy to be here with Liz
to talk about some of the thinking we've been doing
around our version here at MOI of a growth engine.
Often in B2B, we see companies that fall back
on familiar and safe strategies that are supposed
to move the business forward.
But they end up creating friction with potential customers
and oftentimes, wastefulness with what's
a very limited marketing investment.
And that got us asking at MOI, you know,
why do marketers do the things they do?
And what's preventing them from doing things differently?
And this really was the genesis for our thinking
around the not-so B2B growth engine.
And, you know, for us, this was sort of an opportunity
to put a stake in the ground and say,
there must be a better way that we can think about modern B2B
marketing.
And so our goal here is to maybe put a bit of a pause
to a lot of the rinse-er-v tech that we believe
aren't working as well as they used to.
And maybe explore some ways that could help our clients
deliver more with less, right?
And we know in this post-pandemic world where
all of the briefs that are arriving on our desk
are asking for that, how do we do more with less?
Well, we think that that requires a fresh perspective,
a fresh approach.
You know, Einstein is famous for saying,
and sanity is doing the same thing over and over again
and expecting different results.
And so in the spirit of Einstein,
we're trying to try to run away for it.
And we're going to do that with what we're calling
the not-so B2B growth engine.
So let's say, click forward here.
Our starting point as an agency is our belief
that it's time for B2B to feel a little less B2B.
And instead of just trying to update the B2B playbook,
we want to do something that's radically different.
And that means acting a little less B2B.
So we've taken this philosophy and we've
infused it across everything that we do as a company,
all of our service lines and practice areas.
But there's two main areas where we think we need to be
acting a little less B2B.
One is on the creative marketing front
and the other is on the performance marketing front.
So with creativity, we really want to challenge brands
to find their creative expression
and to use that as a way to differentiate
and to use that as a source of growth.
The power of brand is truly underestimated.
And we think that no matter what you sell,
no matter what kind of technology product you are,
the power of your brand to drive future growth is there.
And it just needs to be tapped into.
And on the other side is performance marketing, right?
There's been a lot of, let me call it,
formulaization of performance tactics
and lead generation in our industry.
And so we think that there needs to be
a bit of recalibration here about what it actually means
to create and capture demand.
So when we say it's time for B2B to feel less B2B,
those are two of the main areas that we're talking about.
The creative front and also the performance marketing front.
And if we get it right, what it means
is that we will be successfully selling to customers
the way that they want to buy as opposed to the way
we want to sell.
And that has really important implications
because instead of just measuring success by the channels
and by the tactics, we'll be measuring success
around our customers, right?
We might have customer objectives and customer metrics.
And so this is really our end state.
It's a different way of saying that we want
to be customer centric, but it's selling the way
that customers want to buy is our mission here.
Now, to take a quick step back, why are we doing this now?
And so what's on the slide in front of you
are some statistics that you may or may not have seen before.
But there's an abundance of evidence
that we need to change course.
Some of the more familiar ones might be like the statistic
from LinkedIn, this 95.5 rule, where we know that 95%
of our audience is actually not in market right now
for the things that we're selling, which
means we need to be really focused on the 5% that are.
That's something that everybody's talking about, right?
It's all of our LinkedIn feeds.
Influencers, thought leaders are talking about this.
But there's a host of other data points
that actually predate it, that go back a decade in time.
And it's been basically saying the same thing
that we need to change the way that we do business.
Going as far back as Liben A&B and Peter Fields,
they came up with a 60/40 rule.
About 60% should be of your budget
should be supporting marketing and 40% supporting sales
activation.
Starting from then on, we started
to have this spotlight on the importance of building brand
and using brand as a way to turbocharge demand generation.
We also saw a very compelling statistic with Forester
saying that only 1% of your lead gen
actually results in opportunities,
which means 99% of what demand marketers are doing
is not actually generating growth potential.
Only 1% is.
So all of this taken together means now is the moment
we really need to be focused on finding a different way
to operationalize or go to market.
Liz, I don't know if you had any reactions
on some of these data points that are pretty compelling
in terms of just the need to change.
Yeah.
Yeah.
Well, first and foremost, if I backtrack one slide,
just to clarify for the audience and the viewers,
this is not only MOI's point of view
on how we as an agency want to market ourselves,
but really we built or reinvigorated our own growth model
to better reflect the realities of the industry today
and help our clients rethink their purpose in the ecosystem
and how they might better address their go to market
and over our change strategies.
So when Glenn said less about how you want to sell more
about how your customers want to buy,
that's not just MOI selling to our prospects
and our current clients.
This is really the heartbeat of our beliefs
and how we help our clients grow in their own objections.
And then moving forward on the slide four,
I think that it's not necessarily alarming,
at least to us and the folks who have been in this industry
for quite some time, but I think what is humbling
is that on that second line, the LinkedIn one,
I think that this stat has been far too overused
in our industry where everybody just speaks to the 95.5.
It's just something that is very commonplace now,
but it was really, as I mentioned,
humbling to see that it's not just the LinkedIn study
that validates this, but in fact,
there are many different studies and data points
that point to the integrity and the purpose of a brand.
And as Glenn mentioned, there's even a more recent
forester results and findings that came out
that says that there's just simply
really, really alarming statistics that we can't ignore.
So I think as we're going through the rest of these slides
in the deck in our presentation,
it might be really important for everyone
to understand what their takeaways from this should be, right?
So it's not just a presentation about us as a company,
it's not just a presentation about brand statistics
for the versus demand and gross statistics.
I think our goal is to share our philosophy
on how you as a brand can work to better
your own go-to-market strategies,
your own balance of brand versus demand.
And hopefully, as we mentioned before,
rethink the purpose of all of the marketing pieces
that fit together, that make your overall strategy
for your company that ultimately the goal here
is to drive revenue growth.
- Yeah, yeah.
So when we talk about making a shift, right,
and I'm gonna skip forward to your slide,
that it means we need to move away from one thing
and start embracing something else.
And so we tried to encapsulate this here by saying,
"Bye to some of the things on the left," right?
So the old way was a lot of focus on,
and now this is a very classic lead generation mindset,
but quantity, funnels, leads, vanity metrics, right?
That's a lot of the ways that demand marketers
used to talk about success and planning for campaigns.
And what we wanna move towards is more of a discussion
around quality customer journeys, buyer groups,
and value metrics, right?
These are just better indicators that we're doing
the right things, that we're placing media
in the right places, that we're actually influencing people
to come on the journey with us,
versus just erase the bottom of the barrel
to get as many people in,
because we just know the evidence
as we saw on the other slide,
it just says that it doesn't work.
It's a lot of expenditure,
it's a lot of energy being spent to fill those funnels
and sort through all those contacts and records
and pass them over to sales
when what comes out of it is just not,
it's nothing to celebrate anymore.
So this is some of the shifts that we wanna make,
and if we simplify it even further,
the two models next to each other look something like this,
where you have the classic funnel model on the left, right?
And everybody's familiar with this,
I mean, when I started my career 20 years ago,
it was all built around funnel marketing.
So this is ancient marketing as far as we're concerned.
But what we wanna do on the right
is much more context aware, right?
So it's aware of where your audience sits
within their buying journey.
Are they in market or out of market?
And that's really the first question we can ask
in terms of having an intelligent campaign,
knowing whether they're in the 95% for 5%
in the terminology of LinkedIn,
that is the baseline piece of intelligence
that tells us what message to deliver to them
and whether we should be going after a demand,
whether we should be kind of fostering short-term demands
to try to get them towards that purchase
or potentially a longer brand building motion
to prime them as a potential future customer.
So this is just a simple way to visualize
the important shift in the way we model it out.
And we've supplemented it with some new rules of engagement
and I'll hit them really briefly,
but rule one, not everybody needs
the thing that you're selling, right?
That's pretty obvious.
Or they might not need it today
if they're out of their buying cycle.
So that means we need to be really aware
of where audiences and where they sit in their journey,
as I mentioned.
The second rule is that those who need
the thing we're selling need to be influenced to buy it, right?
They're not gonna always just buy it on their own.
We need to be in their head space.
We just have mind share.
So value prop and making sure
that we're actually resolving real pain points
is important part of doing that influencing.
The third rule is that influence comes in many forms
and that's the implication there is that it's not just
about paid media, paid media is a part of it,
but it's everything, right?
It's about an integrated approach to shifting perceptions
and ultimately getting into the consideration set.
Paid, of course, is super critical,
but it's not the only channel that matters.
The fourth thing is that influence takes time.
We know that these buyer journeys
are happening over an extended period of time.
So we need to influence that entire journey
and even before that journey has begun.
And the fifth rule that we have here
is that not all influence can be measured
and this taps into the notion of the dark funnel
or dark social, things like that,
where not all influence actually can be easily tracked,
measured, attributed, it doesn't neatly ladder up
into a reporting dashboard, but that doesn't mean
it's not proof that we shouldn't be doing these things
'cause anecdotally, we know that they're effective.
We hear from people that have run these,
these strategies from feedback forums, from customers.
We know that these things work.
So just because we can't quantitatively measure it
and alike for like ways, we can with say, display campaign,
it shouldn't discourage us from continuing to invest
in those areas because they're important.
Whether that's community content, social media,
reviews and ratings, that's the sort of thing.
Or even on this last piece to add on to what Glenn said,
it's not just about what Canon cannot be measured,
but it's how you measure a thing, right?
So we find that a lot of frustrations
with a lot of really big brands that you wouldn't expect
have these frustrations is having a poorly configured
attribution model, so first touch, last touch,
multi-touch, and I was in majority of the time,
we are handcuffed, and so are they,
to like an immediate satisfaction model, right?
So the things that you can drive and measure
as a direct click result, for example,
are the things that get the most love and budget, right?
So paid search, for example, or paid social,
driving that last touch lead.
Well, leads are something that,
from a volume perspective, we're suggesting
maybe shift away from a little bit more than we is to,
and also don't just allocate your budget
towards the things that drive that last click
because, glint your point anecdotally,
we know that many different forms
of advertising, many different forms of marketing
have influence, even if it's not that direct.
I see it, I click it, I do the thing,
I drive the conversion, so.
But the hardest part about all of this,
all of these rules here is getting buy-in,
and a lot of times, I think we've all experienced it,
that in order to achieve all of these things
and start pushing forward on all of these rules,
you're going to have to experience a lot of discomfort.
Likely a lot of change management,
and pretty significant buy-in from a number of stakeholders
that are both within and outside
of your functional area and team.
So, that's really the hardest part.
Once you get going, it seems to be definitely easier
and more widely accepted, but getting buy-in,
moving from left to right,
is what we have seen and experienced
be the biggest challenge.
- Yeah, that's great point.
So, we've taken all of what we've just spoken about,
all of this context and considerations,
and we've used that to visualize our growth model,
'cause we've done a lot of talking about
we actually haven't shown you the growth model yet.
So, this is it, and again, there's no right
or wrong way to present a growth model,
but this was the one that felt right for us at MOI,
because it allowed us to speak to the customer journey,
and also represent what we do as a company,
which is we have three centers of excellence,
where we help brands, we build brands,
we help brands generate revenue,
and we help to build exceptional customer experiences.
And therefore, this infinity loop felt like
the most organic way for us to represent those
core capabilities, while also staying true
to what we believe is a formula for growth.
So, what we have here is a process
that involves brand building on the left
and demand generation on the right,
and if you think, if you go back to that LinkedIn statistic
of 95% at any time or out of market,
and only 5% are in market,
you start to see where you can play within this model,
so that 5% that's in market,
that has thrown their hand up, right?
So, you see those hands raised in the middle of the loop.
That intersection point is where a need emerges,
or at least a need can be detected.
And so, when we have the right tools
to discern those buying signals,
we wanna take that 5% and immediately
start engaging them with a demand campaign,
because we know that the need is there,
so it's a swift procession
into demand generation content
and pre-sales content and sales enablement content.
Whereas everything that sits to the left
before a buyer need emerges, right?
Maybe they haven't started their research yet,
maybe they're not in a year,
maybe their renewal cycle is not for another two years.
That entire runway sits within this brand building timeframe,
and so that doesn't mean we shouldn't be doing anything,
but it means we should be setting the foundation,
building familiarity with the brand,
maybe even affinity,
so that when a need does emerge,
your already on what we call that day one list,
or your already in the consideration set,
the top three or the top five vendors that come to mind
when they're about to start doing their research.
So, the infinity loop is our model,
it's our way to re-articulate the secular nature
of technology buying, the habitual technology buying
and upgrading and re-upping that happens
within enterprise tech,
and then underneath it, we have our various levers
where we get into the tactical
and executional strategic considerations.
There's a lot you maybe hit them at an eye level
'cause we could go down a rabbit hole here,
but if you just wanna talk briefly about those levers.
- Yeah, and I'm sure the fall fight team
and Shelley, if you have any follow up questions,
we can dig into this a little bit deeper.
And first I'm gonna start with how we're defining brand.
I know Glenn spoke to it a bit as being out of market,
but I just want to make sure that everybody here listening
knows that we're not speaking about the dirty word brand,
which a lot of B2B marketers hear the word brand,
a lot of C-suites and they're like,
"Oh my gosh, waste of money."
Like they think of TV, radio, billboards,
all this money that is spent but never tracked,
and we can drive results to it.
So, please, please hear us when we say that,
when we say brand on the left over here,
our model is not insinuating that it's brand
for the sake of impressions eyeballs and coverage,
but there's still purpose and data-driven strategies
that go into dedicating and allocating dollars
to where brand can be most effective and impactful.
So, just setting that out there.
And then going top to bottom so that we under
have an understanding, a shared understanding of what you,
as a brand marketer, might want to consider
and incorporate into your day-to-day strategy building.
We have, we're starting with objectives,
that seems the most obvious,
but what are we trying to achieve in all stages of marketing?
So, from the left-hand side,
we're trying to build that preference,
that brand advocacy, that mind share, as you said, Glen,
on the right-hand side.
It's very much a, we've identified a hand-raiser,
we know with some sort of certainty
that they want to hear from us
or they're in a buying cycle.
So, let's market to them more appropriately
than if they were on the left-hand side of this infinity loop.
And then moving down, we have audience.
So, audience might be a little bit more broad
on the left-hand side.
We might just be looking at a target accountless
plus some demographics.
So, your ideal customer profile on the right-hand side,
we might be looking at more segmented marketing,
more one-to-one marketing, more specific outreach
versus kind of treating everybody as equal.
Then we look at media.
So, what does media look like from an activation perspective?
Well, this is very much dependent on every client, brand,
region, product, solution, all of those things.
But in general, I would say that you can expect
that your channel mix might be the same from left to right
with a little bit of nuances,
depending on, again, all of those factors we talked about.
But, really, where we might see some differentiation here
is that the media placements on the left
might have a different purpose,
which ladders back up to the objective
and all the way down to measurement.
So, we can't treat the media and measure the media
the same on the left as we would on the right.
So, making sure that you really think through the pervests
and the why behind your media placements
is really crucial here.
Content, of course, I think this one's obvious,
but of course, on the left-hand side,
we want to drive more.
It's more about sharing content.
It's less about the operations,
how do we execute a thing, how do we get from point A to point B?
It might be more trends, it might be more what to expect,
it might be more competitive analysis in nature,
but having specific content for brand
versus your demand is really important,
and you can work with your internal teams or agencies
if you have that type of relationship.
But, either way, not having the same content
that can be spread across all stages of that
non-existent funnel is really crucial.
So, the data, then until, again,
going back up to that audience level,
we might be booking things from a segment level
or more one big chunk of audiences,
but then on the right-hand side,
we might be looking at really specific buyer groups,
maybe even individuals,
if your organization is mature enough
to be able to market at that one-to-one ABM level,
if not, we'll look at maybe a little bit broader segments
and finally measurement.
We spoke about this in the five rules
we talked about, but not everything can be measured
or created equal, so making sure that your KPIs,
your benchmarks are really specific to the objective
and that buyer mindset,
because if somebody is just really looking for information,
let's not measure that buying committee
or that account on an efficient CPL, for example, right?
We want to measure them in different ways.
So, there's a lot of working pieces here,
and this model seems simplistic in nature.
Of course, if you start to kill the with the layers,
it gets really complicated,
but I'm sure you have a team or an agency
to lean on to help you navigate that journey,
but ultimately making sure that you don't miss any of these
steps and you make sure to address all of them
and ensure that anybody who's involved
is aware of where these fit in your go-to market
is really important to making sure that you do drive
brand efficacy and awareness at that brand stage
that you can recognize when somebody's ready to raise their hand,
and we'll talk about that in a second,
and that you have a plan of actually for what to do
when you do identify an account or a buying group that says,
"Hey, I'm ready," and then you're like,
"Okay, we know what to do when they say they're ready.
Now let's go."
- Yep.
- So this is where we start to get into a little bit more
of the tactical and the promise will wrap it up
in the next few minutes,
but crucially, it's not about lead scoring.
Yes, of course, we're going to measure lead scores.
I think that that is something that's not going to go away
anytime soon, the same with MQLs.
It's not like all of a sudden they're going to disappear
and we have an entirely new measurement model,
but we are in the spirit of B2B that's not so B2B,
really, really thinking about what the purpose is
of everything that we score,
what the purpose is of everything that we do,
and how we can more appropriately measure activity
and signals and engagement.
So as part of MLI's new B2B model,
we say it's not about lead scoring,
but it's about readiness scoring.
So what does that mean? We'll dive right into that.
When we talk about readiness scoring,
and I think we could probably progress
and hop into the next slide,
we're talking about the different types of signals
and what they can inform about the accounts.
So it's not just about having first-party data.
Is that important? Absolutely.
But it's not the only thing that you should keep an eye on.
Also, it's not crucial that every company
have their own dedicated first-party data.
You can rely on second-party intent data,
even of partners that you work with to do this.
You can kind of buy this data.
You can find a way to work with data that you have,
or you can work with third-party partners.
So this is something we hear all the time is,
what do we do if we don't want first-party data?
How we failed already?
No, that's not true.
We'll work with the data.
Usually, as an agency, we will do a discovery
and audit of all of the different data points,
the signals in whatever capacity that is,
and determine what can we do
based on what we have access to today,
and then what is our Christmas wish list of the things
that we don't have, we wish that we had,
and then we'll figure out how to incorporate those
in the long-term based on resources,
time, experience, money, all of those things.
So we won't go through all of these.
We'll hand this off as a deck afterwards
so you can dig into it.
But the purpose here is to understand
that when you are measuring readiness,
you're very aware of the types of data that you have,
whether that's first, second, and third.
How those are defined, how often they're cleansed,
how often they're refreshed,
and of course, making sure that all the data
that you have regardless of where it comes from
is all of the GDPR, CCPA,
all of the security and PII compliance,
like it's really, really crucial, right?
And understanding the benefits of one
versus the benefits of another,
and when you should use and leverage one thing
versus when it might be more appropriate
to use another thing.
And then similarly, when it's appropriate to blend all three
and see what type of data you get out of that.
The most difficult thing that we've experienced here
is that companies will have access to all these things,
but they simply don't know what to do with it.
So I think that as important as having the data
is knowing what to do with it
and having the right resources and tools
to action upon that data.
So we can progress,
unless you have anything else to add, Glenn, to that.
- You don't want to think that's grabbing it.
What we were just talking about is illustrated on this page.
- Yeah, exactly.
So we have a quadrant,
'cause we're marketing,
so why not have a quadrant for something?
But we've kind of bucketed all of the types of intense signals
into four squares, as you can see here,
based on how good or bad they are for branding,
for allowing, for buying signals,
or knowing that something is unbranded,
but still topically relevant.
And then of course knowing if somebody is like,
where they are not buying stage early or late, right?
So you can see that we plopped examples of, for example,
you can see in that top right quadrant product,
so branded and buying signals,
you might want to focus more so on your first party intent,
and then possibly even your second party.
Glenn's done a fantastic job of filling the saddle
a bit more and giving examples, right?
Because just saying first and second party can be very broad.
But to give an example of that quadrant,
we could look at somebody that visited a peer review site,
but also somebody that downloaded a product guide.
And I'd say, "Remember Glenn,
"if we haven't illustrated here in a further slide
"or for it's really just BIO,
"but something that I failed to mention previously
"is that when we look at all of these types of intense signals
"that allow us to understand and pinpoint where somebody
"or a group of people buying committees are."
It's not just about the action.
So we like to say it's kind of a three part thing.
It's frequency, recency, and category, right?
So how frequently did somebody or a company do a thing?
So how frequently did they do it?
How recently did they do it?
And then what type of action, right?
So it's, again, it's, oh yeah,
I knew we had it here somewhere, right?
So it's not just about somebody visiting the website, right?
If somebody visits a website,
you don't automatically say they're right,
you go to sales.
It's like, okay, they've visited the website,
but how many people in the buying committee
did the same thing, how recently have they done the same thing,
and what types of content did they consume?
And all of those three things together
should help you build a score.
Again, it's not a lead score.
It's really, it's that weighted engagement score
that tells us, or at least more appropriately,
allows us to score a buying committee
and help move our sales teams
and prioritize their time a little bit more efficiently.
- Oh.
- Yeah, perfect.
Don't let me wait me, my light went off,
so I had to turn it back.
And we kind of round this out with this visual,
which basically demonstrates what's going on in an account
as your readiness score is driven up.
So from that moment, you know,
when a hand raise initially happens
and maybe one or two people within a company
start checking out your website
for the thing that you sell,
start talking to their colleagues and their peers about it,
that interest surges within an account.
And that's why you have products
like Bumbora Surge on the market now,
where you're specifically looking for those moments
where that happens.
That way you can turn your advertising on
and turn your retargeting on.
And so what we wanna do is look out for that.
We wanna be really aware of when a surge happens.
We will expect that that surge will taper off
as, you know, attention begins to fragment again,
but then it will, you know, as you start to approach
a buying decision that it starts to pick up again.
And so this is basically what the classic hype cycle looks like.
We're using that as a bit of a template
to think about what's actually going on within an account
when your technology or service is starting to get traction
and is being talked about
and is potentially under consideration.
So we think our hypothesis is that it follows a model
similar to what, you know, typically happens with,
you know, with hype or new tech
that just takes off in popularity.
So yeah, this is helpful for us.
And you can again, you can see that different forms
of intent play an outsized role in different stages.
So again, all intents important,
but they each play a different role
in different parts of that journey
as indicated on the bottom of this chart.
Yeah, and then to wrap it up,
we just have some suggested measures of success
across not just, you know, like short term,
like how are we doing right now?
But what we are also calling mid-term
and long-term indicators.
So of course we have, you know, revenues important.
We've also added in brand, brand health.
Those are gonna be your long-term indicators.
It takes a while to start impacting those things.
But then there's also the things
that we can do more in the mid-term as well as the short-term.
I'm not gonna read through everything here,
but I think the point is,
is that we wanna have representation
across each of these categories.
So we know, you know, something,
diagnostically we have something to tell us
that the thing we're doing right now is working.
That might be that this channel is performing right now.
We also want those mid- and long-term indicators
to show that, you know, six months in, 12 months in,
we have the actual tangible results to substantiate,
you know, the approach.
And then last but not least, you know,
we summarize that measurement approach
with this pyramid, which is our three V's,
vanity, velocity and value.
And, you know, we've mapped the short-mid and long-term
indicators to these three things.
And we understand that vanity metrics
are not gonna go entirely.
We just want everybody to be aware of the limitations there,
'cause they don't tell a full story.
But maybe it's what your organization is talking about
internally right now, or what you need
to have within an executive dashboard, and that's fine.
But just know that there are other measures,
like velocity and value that are really important feedback
that we wanna make sure are incorporated and not overlooked.
Yeah, and so that's really our approach.
You know, the last thing we'll say is that
there's a lot of change happening
in the marketing industry right now,
whether it's GDPR and privacy,
whether it's, you know, marketing budgets
are shrinking in clients or asking to do more with less,
or buyer cycles are getting really long and complicated
and they're becoming a will-de-in,
and nobody knows how to manage them anymore,
or cookies are going away, cookie deprecation.
How do we navigate that?
So these are just some of the macro trends
affecting the marketing industry right now.
And we believe that employing a model,
such as the one that we've proposed here,
which again, calling the not-so-beat-to-beat growth engine,
helps to get ahead of some of these concerns,
or future proofs against some of these inevitables here.
And so we would encourage you guys, you know,
if not adopting our model to at least start thinking
about what model is right for your organization,
so that the things here on this slide
don't catch you by surprise,
and that you're in a position of strengths
when, you know, when you're talking to the board
and, you know, having your readouts.
So, yeah, hopefully that was a helpful introduction
to our new thinking that we've developed here at MOI.
And yeah, we really appreciate the opportunity
to share with you guys here in this video,
and would love to, you know,
if there's any interest or questions following it,
please be in touch with Liz or myself,
and we'd be happy to chat more with you.
- Absolutely.
- Thank you guys so much,
and hopefully we'll see you soon.
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