Podcasts about b2p

Marketing to professionals (B2P) requires a different approach than traditional B2C or B2B strategies, and in 2024, innovation is key. In this episode, we explore cutting-edge B2P marketing strategies that can help you stand out in a professional marketplace. From personalized messaging to leveraging niche platforms, these tactics are designed to connect with decision-makers and drive business growth. If you're looking to refine your B2P strategy, this episode provides the insights you need. Read the full blog article at https://vickywu.us/innovative-business-to-professional-b2p-marketing-strategies-for-2024/ #B2PMarketing #MarketingInnovation #BusinessGrowth2024 #ProfessionalMarketing #MarketingStrategy

Hoy vamos a hablar THRONE AND LIBERTY y de NEW WORLD, dos de los más exitosos MMORPG de los últimos tiempos. Ambos en Español, uno F2P y otro B2P pero los dos con muchas características en común y muchas otras que los hacen muy distintos. En este versus intentaremos discernir, en que apartados brilla más THRONE AND LIBERTY y en que otros lo hace NEW WORLD. Veremos si se parecen mucho o por el contrario no tienen nada que ver. CAPÍTULOS DEL VIDEO 00:00 INTRO 01:05 Aspecto visual 03:13 Musica/Sonido 04:18 Historia/Narrativa 05:16 Jugabilidad 07:25 Exploración 08:41 PvP 09:43 End Game 11:13 Resultado final #playstation #PC #Xbox #newworld #novedades #videojuegos #juegos #throneandliberty #mmorpg #pc #pcgaming #mmorpg [ Extra! Extra! ] ┃Síguenos en Twitch https://www.twitch.tv/randomtopicgames/ ┃Patreon https://www.patreon.com/factoriarandomtopic ┃Member en Youtube https://www.youtube.com/channel/UCDu76AcUXGMsYPE3v3CymrQ/join ┃Discord https://discord.gg/hnZGgtWMmF ⚫┃Tiktok https://www.tiktok.com/@randomtopicgames ⚫┃Web https://www.randomtopicgames.es

Hoy vamos a hablar THRONE AND LIBERTY y de NEW WORLD, dos de los más exitosos MMORPG de los últimos tiempos. Ambos en Español, uno F2P y otro B2P pero los dos con muchas características en común y muchas otras que los hacen muy distintos. En este versus intentaremos discernir, en que apartados brilla más THRONE AND LIBERTY y en que otros lo hace NEW WORLD. Veremos si se parecen mucho o por el contrario no tienen nada que ver. CAPÍTULOS DEL VIDEO 00:00 INTRO 01:05 Aspecto visual 03:13 Musica/Sonido 04:18 Historia/Narrativa 05:16 Jugabilidad 07:25 Exploración 08:41 PvP 09:43 End Game 11:13 Resultado final #playstation #PC #Xbox #newworld #novedades #videojuegos #juegos #throneandliberty #mmorpg #pc #pcgaming #mmorpg [ Extra! Extra! ] ┃Síguenos en Twitch https://www.twitch.tv/randomtopicgames/ ┃Patreon https://www.patreon.com/factoriarandomtopic ┃Member en Youtube https://www.youtube.com/channel/UCDu76AcUXGMsYPE3v3CymrQ/join ┃Discord https://discord.gg/hnZGgtWMmF ⚫┃Tiktok https://www.tiktok.com/@randomtopicgames ⚫┃Web https://www.randomtopicgames.es

B2P takes a post Abby Langer Pod to review what we talked about and expand on some of these upsetting areas. Check out the https://www.spreaker.com/episo... if you missed it!

Ryan Bonnici is Chief Marketing Officer, Wellhub, previously known as Gympass. Ryan brings over 15 years of experience at places like Salesforce, HubSpot, G2, and Microsoft and was named one of the 2020 World's Most Influential CMOs by Forbes. Ryan now leads a team of over 300 professionals at Wellhub, where his main goal is to make wellbeing a priority for employees globally. Wellhub is the world's leading corporate wellness platform. They have over 15,000 clients globally who rely on Wellhub to provide their employees with access to the best wellness partners around the world across fitness, mindfulness, therapy, nutrition, and sleep. Their goal is to make every company a wellness company.On the show today, Alan and Ryan talk about the reason behind the rebrand from Gympass to Wellhub, the logistics of making such a significant change, and differences in their B2B, B2C, and B2P marketing strategies. They also discussed the benefits of entertainment marketing tactics, why Ryan and his team ultimately settled on a fictional podcast called Murder in HR, and the impact it has had on their core businesses.In this episode, you'll learn:The reasoning and logistics behind rebranding from Gympass to WellhubThe differences in B2B, B2C, and B2P marketing strategies Why and how to leverage branded entertainment Key Highlights:[01:40] How Ryan gets wellness into his week [05:55] Ryan's career path[10:45] Wellhub's goal and mission [12:15] Their product is their network.[14:30] From Gympass to Wellhub[19:10] What B2B, B2C, and B2P marketing looks like at Wellhub[21:20] Leveraging branded entertainment [30:00] How self-low esteem as a kid impacted Ryan as an adult[32:10] Advice to his younger self [33:15] Don't write off social selling in B2B and follow your own behaviors.[35:45] Trends and subcultures to watch [37:15] Threats facing marketers todayLooking for more?Visit our website for the full show notes, links to resources mentioned in this episode, and ways to connect with the guest! Become a member today and listen ad-free, visit https://plus.acast.com/s/marketingtoday. Hosted on Acast. See acast.com/privacy for more information.

In this next series of Tech-Driven Business, Nick Verhoeven, Solution Manager for Planning & Analytics at SAP, joins Mustansir Saifuddin to discuss the power of SAP Analytics Cloud for Planning and how it integrates within the SAP landscape. Listen in as Nick dives into how planning is such a powerful addition to SAP Analytics Cloud. His main takeaway? "To do relevant planning, you want to make sure you understand your current state of the business, the latest trends, and have your analytics looking at the future using AI and predictions."  The main purpose in Nick's role is to align the different functions within the company. Analyzing and reconciling these inputs to provide and position the best possible FP&A solution to facilitate optimal decisions through data. Customer engagements, analyst relations as well as supporting the internal controlling functions are the main drivers of the role that spark enthusiasm in Nick and steer the solution in the right direction. Nick's discipline stemming from professional sports is his main strength, helping him drive enterprise engagements however sluggish processes might be. Connect with Us: LinkedIn: Nick Verhoeven,  Mustansir Saifuddin, Innovative Solution Partners, X: @Mmsaifuddin YouTube or learn more about our sponsor Innovative Solution Partners to schedule a free consultation.    Episode Transcript [00:00:02.910] - Mustansir Saifuddin Welcome to Tech-Driven Business brought to you by Innovative Solution Partners. In this first episode of a multipart series, Nick Verhoeven, Solution Manager for Planning and Analytics at SAP, joins me to share how planning is such a powerful addition to SAP Analytics Cloud. It's all about how it integrates with your SAP landscape and beyond.   [00:00:28.300] - Mustansir Saifuddin So joining me today is Nick Verhoeven, who serves as a Solution Manager for Planning and Analytics at SAP. Welcome to Tech-Driven Business, Nick. How are you?   [00:00:40.090] - Nick Verhoeven Thank you, Mustansir. I'm quite well. It's been a good Monday so far, so happy to be here.   [00:00:45.620] - Mustansir Saifuddin Thank you. I'm glad to have you on our show. And this topic is very near and dear to me. I've been in planning and analytics for so many years, and really happy to have you as our guests and share your experiences, especially for our topic today. It's a three-part series. We are looking at kicking off this session, and we want to talk about what makes SAC planning such a powerful addition to SAP Analytics Cloud? How does that sound?   [00:01:16.710] - Nick Verhoeven Well, I think that sounds great. I'm looking forward to it.   [00:01:20.500] - Mustansir Saifuddin Awesome. Let's get into our topic then. I want to start with the basics. What sets apart SAP Analytics Cloud compared to other cloud-based tools in the market? There are so many tools. So I like to hear your perspective. What makes it so special?   [00:01:38.010] - Nick Verhoeven So of course, I'm slightly biased, right? I love the product. I'm the solution manager for the product. But I do think there is something that is rather factual that really sets us apart. You ask about the market, so how do you define a market in general? And then what I'll be using is the Gartner MQs. The Gartner Magic Cloud runs Gartner is an analyst company and they make ratings of different software markets, if you will. What I think is rather defining, if you look at the way that SAP Analytics Cloud is positioned, is that we are represented in the business intelligence market, as defined by Gartner, but we are also, as the one and only vendor, also represented with the same product in the financial planning MQ. And that, I think, really sets us apart. And beyond that, if you look beyond just the solution SAP Analytics Cloud for Planning, I think the integration within an SAP landscape sets us apart. So it's the integration to our transactional systems, but also the integration to our business technology platform systems, which allows a wealth of data integrations and connections.   [00:02:54.070] - Mustansir Saifuddin I think that is the key piece over here, right? I mean, you just hit it on the head. So it seems like when you look around, especially when you're dealing with a cloud-based solution, a lot of times you're stuck with either one or the other solution. So what I'm hearing from you is it's really about bringing two technologies together in one platform, right? Is that basically what makes you think that this is a special tool that allows customers, especially when you're looking for a unified approach of doing things? So it seems like SAC is serving up both those areas from a customer standpoint, right?   [00:03:35.790] - Nick Verhoeven I'd say so, and think about it. When you are going to do planning, you don't start from scratch. You want insight on where you are, where you're going. And this is where analytics and planning to me and also to SAP, of course, are a natural extension of each other and not something that should have been viewed in a silo.   [00:03:54.810] - Mustansir Saifuddin Absolutely. Now that makes a lot of sense. And so talking about from that angle, let's get into the details. When you look at from an SAP perspective, you're a little biased because you're working in that tool and you know the insights and what's really going on. When we move forward, SAP continues to enhance its analytics offerings. What do you wish customers knew about SAP that they may have overlooked? A lot of times a tool is out there, but there are certain insights that you may have that can help a customer get more out of their investment, basically.   [00:04:34.170] - Nick Verhoeven I would say... We were discussing analytics and planning, but if I really focus on analytics, I think the main new addition, and people may have not overlooked it but haven't fully appreciated the capabilities that it brings, is what we call the unified story. This, in essence, means that we take the original object, that is the story where you could drag and drop self-service BI capabilities in there, and we combine that with the capabilities of the former artifact, which is the application designer. Here you could create very specific applications through scripting. Now, by combining these two, we allow in a single object to be present simple, low TCO way of building your analytics or planning input sheets for that matter. But the ability at any point in time extend that with scripting, if you so will. This is already quite interesting and relevant, but it's not the no point of return. At the point you've added scripting, you can close that again and give the object back to the user that might not be adapted to scripting, but the ability to maintain the object in itself, still remaining and retaining the lower TCO, but having the full flexibility to adjust the behavior of your analytical or planning object with specific scripting, I think that is unique to our platform in the way that we do it and has benefits for analytics as well as planning.   [00:06:09.730] - Mustansir Saifuddin That is very interesting. So let me ask you a follow-up question on this. So that means that when you talk about application designer, you're talking about the ability from a programming standpoint, you can customize certain things and build an application around it. But when you bring in a user, a business user, who can leverage this object or development that is done by from the technical perspective and then bring in their data or their simple stories and have a single, unified approach of looking at information, right? I'm hearing it correctly?   [00:06:49.790] - Nick Verhoeven I think you hear it completely correctly. Then we also productize that in a way with the recent addition of composites. Composites are reusable objects that will be released in our latest wave, and you'll see it in SAC three. But here what we have is basically script objects or regular objects that can be reused across many stories developed by a highly esteemed professional, but then can be reused across all of those stories. And then if you make an adjustment in such a composite, it will be adjusted in all of the stories, so really scaling out this combined capability across a very large user set.   [00:07:29.490] - Mustansir Saifuddin Yeah, definitely. I think. And that brings value to the customer really many-folds, and that's what I'm hearing from you. So it's the benefit of using something that is being built and that is embedded, and then you're just extending it to a business user. So that's really awesome. Thank you for sharing that. So now let's get into our main conversation, why a customer, why any organization should consider planning capabilities of SAC? That's really the crux of why we have these two technologies put together in a single platform. So can you elaborate on that?   [00:08:10.120] - Nick Verhoeven Yeah, definitely. So I'd say the recent world of turbulent change, and I say recent, but this is of all times, that things are changing around us and we have to deal with it. And I think the natural addition to planning is to start looking forward of where might we be going. If you don't know where you're going, you'll never end up there, right? Yeah. And this is where we're planning adds so much value if you combine that in a single platform. And I would never be one to judge. Every company has their own resourcing constraints and such. But I see all kinds of small planning projects popping up in our analytics user base where they have either a long-term strategic planning that they want to start with or workforce planning as they want to get the right talent at the right time. So small initiatives, and that will then be leading up to a larger enterprise planning deployment at a customer. But I think it is a natural extension to analytics and also where analytics can add so much more value because you have analytics and then put that into something actionable being a plan, which could be resource allocation.   [00:09:18.390] - Mustansir Saifuddin Absolutely. I think what I like in this example, you mentioned two things, right? One is a lot of times when you think of planning, you look at the bigger enterprise planning approach. But here you have the ability or the capability of doing something small and you need planning no matter what you're doing. It doesn't matter if you're working with your labor data or your HR planning versus your financial or your sales data. You have components of planning which can be pretty easily integrated into this platform.I think that's one of the things that a lot of customers  always think about planning as a separate component versus having it together in an easy-to-use fashion where they can leverage the analytics at the same time, add a component of planning depending on what they are working on. So it's a natural extension. So that brings me to a more of a personal question. You've been SAP for quite some time as a Solution Manager for planning analytics. What drives you to make this tool as a tool of choice for customers? What is your take on it?   [00:10:31.710] - Nick Verhoeven If we boil it down to what is the reason for using this tool? It's all about decision making. I'm very passionate about the topic of decision making because it's so abundant in all of our lives because we make decisions all of the time. Where I have the tool myself personally, where I use it to have multiple scenarios of mortgage down payments, I have it for multiple scenarios of investments. I'm using drivers to also influence those investments and what would happen if, and that is my personal life. But then when I go out there with the customers, we have scenarios in the oil industry, we have the medical industry. We have so many different angles that you get to for planning and you have to get into quite a bit of specifics. This is what I really like. This is what I really love. Then on my day-to-day job, what I try to make sure is that I look at the solution not only as a great platform, but also something pragmatic that can help people in their day-to-day operation of making better decisions. And this is the analytics and planning that comes together, which I hold so dear.   [00:11:45.150] - Mustansir Saifuddin Yeah, that makes sense. I think you hit it in the head on this one, especially when you think about how simple can it be versus how complex you want to make it, depending on your use case scenario, right? So it really helps to have this capability built-in where you already have information coming from your organizations, different platforms, and you're looking at more like an analytic solution using SAC, but then you push in this planning capability in that tool, and all of a sudden you got this all-rounded view of the organization, basically. That's pretty powerful. Now, so thinking ahead, we always talk about roadmaps and what is really coming next. And this is, I call it... I call it a two-part question. When you think about roadmap, what is there, from a business perspective, short term and long term, what is coming next that a customer should watch out for when you think about the roadmap for SAC?   [00:12:44.190] - Nick Verhoeven Taking that twofold question, starting with the short term, I'd say there's many developments, right? But I'll make a focus point where short term and long term also meet each other. And if I look at the short term, I'd say API, API, API. What I mean with that is within the application itself, so the scripting that we were just talking about, we offer APIs there so that you can, through scripting, enhance versions, set up customized planning areas. That is a multitude of functionalities there that you can use through APIs. So basically opening up the system to be manipulated in any way that the customer could want. I'd say that's one of the major short-term developments that we have offered and are also enhancing. This is something that also comes together with our B2P offering. So the import and export API can be leveraged by our integration suite, which can then also make sure that the data from the data marketplace in SAP DataSphere rolls in as drivers into SAP Analytics Cloud for Planning, does its calculations. And then if you want to go to the execution side of things, the integration suite can take those APIs again, take that information and push it out to execution system so that you actually execute on your plan.   [00:14:03.470] - Nick Verhoeven So that would be short term. Those APIs also offer a lot of perspective for the long term. So one of the statements that our major development leaders, so Matthias Kramer, has made is that artificial intelligence will come to each and every workflow of SAP Analytics Cloud. Now, the only way to make that work or have something that is effective through AI is to make sure that your application is offering all of the APIs for it to work. Just to give you an example, if you want to have something like asking your application to be built using scripts with certain functionalities, then you can ask the AI bot to write that. But that's only possible if the APIs are there, if it has the ability to create a version API, if it has the ability to trigger data actions. This is where it really meets each other. Just to give you an exciting perspective here, we internally have already developed bots that can generate entire applications, can also create queries, like we know from the pending just ask functionality, but the former search to insight functionality that's still there. But then going beyond that, also leveraging large language models to write a query and also ask AI to summarize.   [00:15:29.910] - Nick Verhoeven What do we see in that query? What are the most profitable stores within my assortment? It's these two stores. Note, this one store is actually on the rise compared to the last time you asked. Those insights the AI bot can offer. I've seen internal demonstrations where we can already do it. We also have an external statement of direction on AI, where we also have some of those beta demos already visible because we're really committed to deliver on that. [00:15:59.100] - Mustansir Saifuddin That is so exciting. I mean, especially thinking being on the projects myself, I know that from a customer standpoint, this is really exciting stuff, especially when they're looking at how to maximize their investments, especially on a platform like SAC, and you mentioned a couple of other technologies where you bring in data from DataSphere and all these other surrounding BTP, et cetera, how they all make it so much useful and allow any organization, any business who is using these platforms to extend their value proposition to the end users. So definitely something exciting and really looking forward to having these short-term and long-term goals coming together and giving this tool a boost that it really can make decision making, especially when you talk about these analytical tools, the decision making is where you're looking at time to value, and how quickly can you make those things? I know we talked about a lot of different things. So coming to our closure, one thing that I always like to ask my guests is based on what we talked about so far, what is the one key takeaway that you want our listeners to leave today?   [00:17:22.400] - Nick Verhoeven I'd say it's where we started. We spoke about what makes the platform special. In my mind, it's the presence in not only the analytics market, but also in the planning market, and with that also now with AI and predictive coming together. I think the most important thing is to not decouple these two elements, because to do relevant planning, you want to make sure you understand your current state of the business, the latest trends, and also having analytics looking at the future using AI and predictions, those are natural inputs to your actual plans, and those plans that need to turn into execution. It's so logical if you look at the plan to check X circle from Deming. There are so many things that always relate to these two are interrelated. And I think within a platform, they should also be interrelated. That's my main takeaway.   [00:18:24.480] - Mustansir Saifuddin Yeah, I think that is really powerful. Thank you for sharing that. And that's really what sets the whole application apart from so many other tools out there. And with that, I'd like to wrap our session. I do want to thank you for coming on to our show. I'm looking forward to our next conversation, which is all about planning and what makes SAC planning such a powerful tool. I'm looking forward to having that deep dive where... Especially when you look at all these things outside in the market, even from SAP, you have BPC, you have other competitor planning applications out there. We'll talk about more into a deeper perspective of what SAC planning can do and how will that be a game-changer for folks who are looking at planning as one of their additional analytics capabilities to be built into their platform. So looking forward to that. Thank you.   [00:19:23.910] - Nick Verhoeven Thank you very much. I'm looking forward to that as well. Thank you Mustansir.   [00:19:26.590] - Mustansir Saifuddin Thanks for listening to Tech-Driven Business brought to you by Innovative Solution Partners. Nick shared valuable insights on the power of SAC planning. His main takeway? To do relevant planning, you want to make sure you understand your current state of the business, the latest trends, and have your analytics looking at the future using AI and predictions. We would love to hear from you. Continue the conversation by connecting with me on LinkedIn or Twitter. Learn more about Innovative Solution Partners and schedule a free consultation by visiting isolutionpartners.com. Never miss a podcast by subscribing to our YouTube channel. Information is in the show notes.

HOW DO YOU LIKE THEM APPLES?! Brought to you by EasyCrease.com! All the way from Cambridge, Massachusetts Derek Mullahy goes slumming with the B2P. When he's not playing hockey, the kids hauling tuna, and everything between there... Well it's in the EP. Subscribe! --- Support this podcast: https://podcasters.spotify.com/pod/show/betweentwoposts/support

Link to bioRxiv paper: http://biorxiv.org/cgi/content/short/2023.06.29.547007v1?rss=1 Authors: Anders, J., König, C., Lender, C., Hellhund, A., Nehls, S., Shalabi, I., Honecker, B., Lorenzen, S., Meyer, M., Matthiesen, J., Cadar, D., Roeder, T., Metwally, N. G., Lotter, H., Bruchhaus, I. Abstract: Recently, two genes involved in pathogenicity in a mouse model of amoebic liver abscess were identified based on their differential expression between non-pathogenic (A1np) and pathogenic (B2p) clones of the Entamoeba histolytica isolate HM:1-IMSS. While overexpression of a gene encoding the metallopeptidase EhMP8-2 decreases the virulence of the pathogenic clone B2p, overexpression of the gene ehi_127670 (ehhp127), encoding a hypothetical protein, increases the virulence of the non-pathogenic clone A1np, while silencing this gene in B2p decreases virulence. To understand the role of both molecules in determining the pathogenicity of E. histolytica, silencing and overexpression transfectants were characterized in detail. Silencing of ehmp8-2, of the homologous gene ehmp8-1, or of both together in A1np trophozoites significantly altered the transcript levels of 60-350 genes. This strong change in the expression profile caused by the silencing of ehmp8-1 and/or ehmp8-2 implies that these peptidases regulate expression of numerous genes. Consequently, numerous phenotypic characteristics including cytopathic, hemolytic and cysteine peptidase activity were changed in response to their silencing. Silencing of ehhp127 in B2p trophozoites did not affect other genes, whereas overexpression in A1np trophozoites results in an altered expression of approximately 140 genes. EhHP127 appears to be important for trophozoite movement, as silencing negatively affects and overexpression positively affects trophozoite motility. Interestingly, the specific silencing of ehhp127 also impairs cytopathic activity, cysteine peptidase and hemolytic activity. All three molecules of interest, namely EhMP8-1, EhMP8-2, and EhHP127 can be detected in amoeba vesicles. Our results clearly show that the proteins studied here influence the pathogenicity of amoebae in different ways and use entirely different mechanisms to do so. Author summary: The human pathogen Entamoeba histolytica can live asymptomatically in the intestine or become invasive and cause fatal liver abscesses. Approximately 15,000 people die each year as a result of an amoebic infection. Recently, two clones with different pathogenicity (A1np: non-pathogenic; B2p: pathogenic) derived from the E. histolytica isolate HM:1-IMSS were compared at the transcriptome level. Two highly differentially expressed genes (ehhp127 encoding a hypothetical protein and ehmp82 encoding a metallopeptidase) were identified. Analysis of E. histolytica transfectants showed that silencing of ehhp127 and overexpression of ehmp8-2 in B2p trophozoites reduced amoebic liver abscess formation in the mouse model. In this study, we characterized E. histolytica silencing and overexpression transfectants of ehmp8-2, as well as of the homologous gene ehmp8-1 and of ehhp127. It was shown that the altered expression of the metallopeptidase genes has a strong influence on the expression of a large number of genes and that the phenotype is strongly altered as a result. Silencing of ehhp127 does not affect the overall expression profile. However, specific silencing has a negative effect on motility, cysteine peptidase, hemolytic and cytopathic activity. All three molecules were shown to be localized in trophozoite vesicles. Copy rights belong to original authors. Visit the link for more info Podcast created by Paper Player, LLC

WG Community Operations Manager Final Boss XII among with Various World Of Warships Legends CCs [Xarkun , TacticAngel , JuiceTaGoose, The Jaguar , MetaJerk ] and the Residents of Back To Port [Dribz , Papanikolis , RoguePLC] . This podcast was part of a live Stage in B2P server recorded 16-06-23. Special Thanks to our Patrons :   Sevenrottendays , MyschicK , YMHSF, !!!   JOIN THE BACK TO PORT DISCORD SERVER : https://discord.gg/backtoport or https://discord.gg/Ehpzuaeeag  If you like it , please give us some love with 5 stars Ratings and some feedback.   Podcast Brought to you by [SoonTM]  See you SoonTM , Stay safe and Turn The Tide .   Produced by  Papanikolis : https://allmylinks.com/papanikolis   Grab your Free Ticket for Future Discord Stages  : https://discord.gg/Ehpzuaeeag  Support our Patreon and enjoy exclusive content and benefits while helping us maintain ad-free episodes for everyone !  https://www.patreon.com/backtoport   Support us with Merch material : https://back-to-port.creator-spring.com/listing/buy-back-to-port   Tracks that are listed to the podcast : intro/outro Artur Tokhtash - Ev Chistr'ta Laou! [OST World of Warships] Carpet : Artur Tokhtash - Blue Steel [OST World of Warships] Artur Tokhtash - Peaceful Warrior  [OST World of Warships]Episode analytics --- Send in a voice message: https://podcasters.spotify.com/pod/show/backtoport/message

Emily Erker ist CEO von easyB2P sowie LinkedIn Top Voice & Trainerin In dieser Episode spricht Franz Kubbillum mit Emily Erker über das Thema LinkedIn und den Lebensstil der digitalen Nomaden. Emily Erker wusste schon seit sie 12 Jahre alt war, dass sie in der Medienbranche arbeiten wollte. Bevor sie ihre eigene LinkedIn-Agentur, easyB2B, gründete, war sie im Bereich Marketing & Sales angestellt. Heute hat sie zwei Unternehmen, die sich mit Positionierung und B2P über LinkedIn und anderen Plattformen beschäftigen. Wie kam es dazu, dass sie ihr eigenes Unternehmen gegründet hat? Die beiden sprechen darüber, wie sie es geschafft hat, innerhalb eines Jahres eine LinkedIn Top Voice, Trainerin und Influencerin mit 15.000 Followern zu werden. Welche Kriterien sind dabei entscheidend? Welche Strategien hat sie angewandt, um auf LinkedIn erfolgreich zu sein und wie hat sie ihre Positionierung und ihre Marke aufgebaut? Aktuell ist Erker auf Weltreise und verrät, wie sie ihren Job mit der Weltreise unter einen Hut kriegt. Wie sieht das Leben dieser digitalen Nomadin aus? Welche Tipps hat sie für diejenigen, die auch digitale Nomaden sind oder es anstreben? Die Episode bietet Einblicke in die Welt von LinkedIn, den Lebensstil der digitalen Nomaden und wertvolle Ratschläge für diejenigen, die ihre Karriere über diese Plattform vorantreiben oder den Traum vom Leben als digitale Nomadin verfolgen wollen. Weitere Highlights des Podcast: Wie wichtig ist Positionierung auf LinkedIn und das Personal Branding? Warum macht Emily Erker immer noch regelmäßig Livestreams, obwohl dies als das "schlechtestes" Mittel zur Reichweitensteigerung gilt? Wie sieht Emily Erker die Entwicklung von LinkedIn in den nächsten Jahren? Welche anderen Plattformen neben LinkedIn sind ihrer Meinung nach wichtig oder unwichtig? Themen - LinkedIn - Selbstständigkeit - Personal Branding - Digitale Normaden - Entwicklung Social Media Plattformen ------ Über Atreus – A Heidrick & Struggles Company Atreus garantiert die perfekte Interim-Ressource (m/w/d) für Missionen, die nur eine einzige Option erlauben: nachhaltigen Erfolg! Unser globales Netzwerk aus erfahrenen Managern auf Zeit zählt weltweit zu den besten. In engem Schulterschluss mit den Atreus Direktoren setzen unsere Interim Manager vor Ort Kräfte frei, die Ihr Unternehmen zukunftssicher auf das nächste Level katapultieren. ▶️ Besuchen Sie unsere Website: https://www.atreus.de/ ▶️ Interim Management: https://www.atreus.de/kompetenzen/service/interim-management/ ▶️ Für Interim Manager: https://www.atreus.de/interim-manager/ ▶️ LinkedIn-Profil von Emily Erker: https://www.linkedin.com/in/emily-erker-sales-marketing-advertising/ ▶️ LinkedIn-Profil von easyB2Ps: https://www.linkedin.com/company/easyb2p-eventkalender-emilyerker/ ▶️ Profil von Franz Kubbillum: https://www.atreus.de/team/franz-kubbillum/ ▶️ Behind the C auf Instagram: https://www.instagram.com/behindthecpodcast/

On this episode of Brothers Just Searching we interview Bro Kerry and Sis Erica LaCoste about their mission trip to Pakistan delivering bibles. “Erica and Kerry LaCoste Ministry” along With “Cross Pointe Church” In Abbeville Louisiana operate “Back To Pak/Cross In Action Ministries” For Their missions. Don't Forget The Coffee FireBaseCoffee.Com 
Use Code "B2P"
for 10% off your order!!! Erica and Kerry LaCoste Ministry Facebook https://www.facebook.com/EKLMINISTRY?mibextid=LQQJ4d Cross Pointe Church Website https://www.crosspointe-church.net/?mibextid=Zxz2cZ Back To Pak/Cross In Action Ministries Facebook https://www.facebook.com/BackToPak?mibextid=LQQJ4d Back To Pak/Cross In Action Ministries Website https://www.backtopak.org/?mibextid=Zxz2cZ Don't forget to subscribe to the podcast and follow us on Facebook also leave us a review This podcast is brought to you by bjs media. A christian media production from the swamps of Louisiana. Teaching THE WORD OF GOD (The Bible) and discussing religion, cults, and other world events. This is where you can listen to our podcast “Brothers Just Searching”. Below me :). https://campsite.to/bjsmedia Apple Podcast https://podcasts.apple.com/us/podcast/brothers-just-searching/id1490823255?uo=4 Google Podcast https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy8xMDk2MjdhMC9wb2RjYXN0L3Jzcw== Spotify https://open.spotify.com/show/0xxj0itGZrlN6EvUpHnel1 Breaker https://www.breaker.audio/brothers-just-searching Overcast https://overcast.fm/itunes1490823255/brothers-just-searching Pocket Casts https://pca.st/7uduo3tz Radio Public https://radiopublic.com/brothers-just-searching-G7PLoE Check out our website https://brothersjustsearching.wordpress.com/ Check out Our Facebook Page https://www.facebook.com/bjspodcast Check out our YouTube Channel https://youtube.com/channel/UCSKi3Aywyd1PQWQ5K1rrIUA Website For Merchandise https://www.bjsmediastore.com/ Brother Anthony Hayes Book The New Kingdom: with Liberty Man and The Evil Stone https://www.amazon.com/dp/1630502227/ref=cm_sw_r_cp_api_i_FY4dFbPMNKX8R New Beginning Fellowship Church New Beginning FC https://www.facebook.com/NewBeginningFellowshipChurchTB/ Coteau Holmes Fellowship Church https://www.facebook.com/coteauholmesfellowship/ Music Provided By Ultima Thule by a href="https://app.sessions.blue/browse/track/51198"Blue Dot Sessions/a - [ ]

Spotifyが2023年第1四半期の決算発表を行いました。今日はこのニュースの中から一部を抜粋して紹介したいと思います。 2022年第4四半期から引き続き好調で、ほぼすべての指標において予想を上回り、2018年以来最も高い業績となっています。 月間アクティブユーザーは5億1,500万人（前年比+22％増）、そのうち広告付きプランユーザーは3億1,700万人（前年比+26％増）、広告収入は前年比+17％増となったそうです。 音声広告領域でのハイライトは以下3点。 1. 新しい広告サービス開発を継続 1点目は、ポッドキャスト広告にビジュアルとテキストを組み合わせたCTAカードをドイツに拡大、セルフサーブ型広告マネージャーのSpotify Ad Studioによるパフォーマンスのトラッキングおよび効果測定方法の拡大・Spotify Ad Studioのブラジルでの展開があげられています。 なお2023年4月時点では日本未展開の機能となっています。 2. デジタルオーディオの効果についてのレポート発表 2点目は、以前こちらでもお伝えした「Sonic Science Vol.2」を発表したこと。調査結果は、人々は食事や仕事、通勤や運動など、日常のさまざまな活動のなかでデジタルオーディオに触れていること、また、どのような活動においてもオーディオを聴くことで気分が向上し、広告想起率が高まることがわかったという内容になっています。 3. ラジオコンテンツをポッドキャストに変換する「Broadcast-to-Podcast（B2P）」提供開始 3点目はMegaphoneで「Broadcast-to-Podcast' (B2P)」をローンチしたこと。これによりラジオ放送局が既存の音声コンテンツをオンデマンドのポッドキャストコンテンツに変換できるようになりました。 こちらも2023年4月時点では日本未展開の機能となっています。 今回の決算についての英語版ポッドキャストも公開されています。詳細にも興味がある方は是非聴いてみてください。 ではまた！

Join us on our SaaS Fuel™ Founder Episode featuring Luke Hohmann, CEO of Enthiosys and esteemed startup advisor. We dive into the crucial topic of cash management for startups as Luke shares top-notch insights on mastering cash flow, balancing expenses, and making savvy financial choices to fuel your startup's growth.Luke further delves into the world of investment banking and its impact on startup success. He discusses when to hire an investment banker, selecting the right one, and what to expect during the fundraising adventure.Don't miss this insightful episode with Luke Hohmann as we explore the SaaS entrepreneurship landscape and unlock the keys to startup victory. This conversation is a must-listen for all entrepreneurs, from seasoned to aspiring!Key Takeaways00:00:00 Adventurous Experience Reveals Lack Of Agility00:01:16 Samurai and Ninja Training, Time Traveling 00:07:38 Luke's Background in SaaS 00:09:13 Expertise as a bootstrap founder00:09:15 Creating Breakthrough Products Through Collaborative Play: The Story Of Conteneo00:09:26 "Innovation Games" and how Luke founded FirstRoot00:10:24 VC Funding and Customer-led Growth 00:12:24 Choosing a Meta Segment 00:13:29 Characteristics of B2B Software00:14:20 Characteristics Of Mission Critical Systems00:15:41 Managing Critical And Expensive Systems: The Importance Of Focus00:16:20 Differences between B2B and B2P00:19:04 Importance of target market insight00:22:18 Managing Cash For Startups: Tips For Investment Planning00:24:36 The Challenges Of Competing With Big Tech Companies In Terms Of Salary And Equity00:25:17 Lessons Learned from the Acquisition Process00:27:30 Valuing a Company00:28:51 Importance Of Top-Line Revenue And Emergency Board Meeting00:35:29 Software Profit Streams' novel methodology00:38:07 Creating A Visually Engaging Open Source Book00:39:34 The value of a business model canvas and process00:42:00 Adoption Curve And Pricing Strategy00:43:46 Highlights profit's role in corporate growth & customer service00:45:27 The Value Of Startups In Competition With Established Companies00:45:42 SaaS founders' inclination to neglect intangible benefits00:48:12 Customer Requirements in B2B00:50:17 The Complex System Of Pricing Software SolutionsTweetable Quotes“A company is a product just like anything else. IIf a product itself isn't ready to be bought, the sales team and the marketing team can't sell it.” - 00:26:36 Luke Hohmann“So I think having the understanding of what is it you're doing and who are you 're selling to, super important.” - 00:19:07 Jeff Mains“So if I ever wanted to sell my home, I know it will sell. It's a hot market forever, but I'm still gonna hire a realtor because it's a complex transaction.” - 00:34:26 Luke Hohmann“You don't wanna change your doctor every time you visit someone. You want someone who knows you a little bit and has a little history with you that you feel trust with.” - 00:35:02 Luke HohmannSaaS Leadership LessonsRecognize the distinctions between B2B, B2P, and B2C software and choose your lane.Avoid pitching VCs who don't understand your market. Fashion-driven venture capitalists (VCs) prefer consumer tech to enterprise software.Maintain cash flow and use a mix of in-house and outsourced workers. Have a spreadsheet to track client data, gaps, and cash flow, and treat your personnel appropriately.Listen to your customers and allow them to drive growth by customizing products and features.Create a data room for...

Welcome to the Keeper League's AFL Fantasy Recap for Round 2! Joining us as our special guest this week is Jake from Hat Chat, alongside your regular host, Heff.In this episode, we'll cover all the highs and lows from the second round of AFL action, as we break down the performances of some of the biggest names for keeper leagues.We kick things off with our 'Breakout Tracking' segment, where we'll take a closer look at some up-and-coming players who really shone in round 2.Then we'll look at some rookies and early career players who perform well on the weekend.The #B2P segment will focus on players who were previously too good for our podcast (#2G4P) but are now being discussed as their performances have slipped. We'll take a look at why these players have fallen out of favour and discuss whether they can turn things around to regain their former glory.Next up, it's time for 'Fossil Watching', where we'll examine the performances of some of the older players in the league, and try to work out whether they've still got what it takes to make an impact.Then we move on to our 'Mr Consistent' segment, where we'll highlight some of the players who aren't stars but are reliable, and discuss what makes them such valuable assets to any fantasy team.And finally, we'll be taking some time to answer your questions in our 'Listener Questions' segment, so be sure to tune in to hear our opinions on all things AFL Fantasy keeper leagues.

Mike Smart of Egress Solutions sits down with Wayne Cerullo's of B2P Partners to learn of his extensive experience in B2B SaaS marketing while promoting his book, B2P Partners. Wayne is a recognized thought leader in the industry, and his insights into product marketing are invaluable. Wayne's book, B2P Partners, outlines the shift from B2B to B2P (Business-to-People) marketing. This approach emphasizes the importance of building relationships with individual buyers, rather than simply selling to businesses. Throughout the episode, they discuss the essential components of product marketing and how they relate to B2B SaaS marketing. Wayne's experience and expertise make this a must-listen episode for anyone involved in product marketing or B2B SaaS. By the end of the episode, listeners will gain valuable insights into B2B SaaS marketing, the importance of relationship building in the B2P era, and the key strategies for effective product marketing. ----------- Guest: Wayne Cerullo | www.B2PPartners.com Host: Mike Smart | www.EgressSolutions.net ----------- This is a Mr. Thrive Media production. Learn more at www.MrThrive.com

During his twenties, Ryan Smith had already started and sold two companies before he broke into cannabis in 2015 with the launch of his B2B technology platform Leaflink. One year later, he made Forbes' 30 Under 30 list highlighting software technology entrepreneurs, buttressing his wunderkind reputation. Seven years on, Leaflink operates in some 30 markets and has some 12,000 business customers. In this episode of "Seed to CEO," you'll hear what Smith did to get this far, including: Spotting opportunity in the cannabis industry landscape Conducting market research Picking winning markets in which to operate Keeping a fresh perspective Who is Ryan Smith? Ryan G. Smith is the CEO and co-founder of LeafLink, a B2P platform catering to the wholesale cannabis supply chain for brands, distributors, and retailers in 30 markets. In 2011 Smith founded his first business, a green office supply company named EcoCampus. And in 2013 he founded Trupoly, ant investor management relationship software business. Smith and his partner Zach Silverman founded LeafLink in 2015. Smith was listed on Forbes' 30 Under 30 list in 2016 and LeafLink was named on Fast Company's 2018 list of Top 10 Most Innovative Companies in Enterprise. In 2021, LeafLink was named one of Inc's Fastest Growing Privately Held Companies in America.

During his twenties, Ryan Smith had already started and sold two companies before he broke into cannabis in 2015 with the launch of his B2B technology platform Leaflink. One year later, he made Forbes' 30 Under 30 list highlighting software technology entrepreneurs, buttressing his wunderkind reputation. Seven years on, Leaflink operates in some 30 markets and has some 12,000 business customers. In this episode of "Seed to CEO," you'll hear what Smith did to get this far, including: Spotting opportunity in the cannabis industry landscape Conducting market research Picking winning markets in which to operate Keeping a fresh perspective Who is Ryan Smith? Ryan G. Smith is the CEO and co-founder of LeafLink, a B2P platform catering to the wholesale cannabis supply chain for brands, distributors, and retailers in 30 markets. In 2011 Smith founded his first business, a green office supply company named EcoCampus. And in 2013 he founded Trupoly, ant investor management relationship software business. Smith and his partner Zach Silverman founded LeafLink in 2015. Smith was listed on Forbes' 30 Under 30 list in 2016 and LeafLink was named on Fast Company's 2018 list of Top 10 Most Innovative Companies in Enterprise. In 2021, LeafLink was named one of Inc's Fastest Growing Privately Held Companies in America.

This week's B2P collegiate spotlight show features Matt Russel a track athlete at the University of North Dakota. Host Ron Meyer talks with Matt about the integration of sports and his Catholic faith at the division 1 level.

This week's B2P collegiate spotlight show features Matt Russel a track athlete at the University of North Dakota. Host Ron Meyer talks with Matt about the integration of sports and his Catholic faith at the division 1 level.

This week's B2P collegiate spotlight show features Matt Russel a track athlete at the University of North Dakota. Host Ron Meyer talks with Matt about the integration of sports and his Catholic faith at the division 1 level.

On the eve of the November 8, 2022 Mid-Term Elections, I had the honor to sit down and have a conversation with Primary Gubernatorial Candidate Marc Thielman regarding the work he has been doing since the Primaries regarding Election Integrity. Marc has an incredible mind and heart and is truly committed to shining the light on where the corruption lies within our government, while representing the people and working for solution-focused change.He has the potential to be one of the up and coming new thought leaders of our time. This interview shows his ability to think outside the box regarding the traditional politics as usual, especially when it comes to the recent Federal Civil Lawsuit he filed.He is requesting our leadership within the Oregon Election System, to respect and listen to Oregonians who are concerned about if their vote is safe, secure, and is being accurately counted by being transparent with us and show us the forensic election data. Simply put if the SOS and the county election officials  would model transparency by listening and working with the people to put their concerns at ease regarding the Integrity of our Elections they would have the ability to create trust with the Oregon Voters. Unfortunately, they are choosing to do the opposite by insinuating that if Oregonians want to do their civic duty by being a part of the election process regarding monitoring the ballot counts these Oregonians are an extremist, conspiracy theorist, or they are trying to impede with our elections and democracy, which create more Oregonian to question our Government and build a greater lack of trust. We The People are asking our leaders to do their job, by representing us and providing the data necessary to show the transparency in our election system. I believe that this would show our government is in integrity and is a very common sense and unifying approach, do you?I would like to remind all the B2P listeners that America is a Constitutional Republic not a Democracy, so I recommend you research the difference, it is a true eye opener and I will be discussing it more in my next episode with Amber Richardson, who also ran for Governor in the 2022 Primaries.  In closing, Marc is working hard to help serve and represent the people in this Lawsuit. I invite every listener to go to battlegroundoregon.org and donate to help with the continuation of this lawsuit that Marc is doing for We The People.  Every offering counts $1, $5, $10, $25, or more.  In Deep Gratitude! Peace Y'all! 

As B2B marketers adapt their strategies to suit a post-pandemic B2P, hybrid and remote work landscape, Code3 client Kroll is creating a new playbook to relationship selling. Listen in as Kroll's Chief Marketing Officer, Kimberly Bindra and Rachel Brandt of Code3 chat with us about what it takes to build a new B2B brand, how they're uncovering new ways to reach customers and what's next for the multi-company brand.

As B2B marketers adapt their strategies to suit a post-pandemic B2P, hybrid and remote work landscape, Code3 client Kroll is creating a new playbook to relationship selling. Listen in as Kroll's Chief Marketing Officer, Kimberly Bindra and Rachel Brandt of Code3 chat with us about what it takes to build a new B2B brand, how they're uncovering new ways to reach customers and what's next for the multi-company brand.

This week's B2P collegiate spotlight show features Matt Masker a quarterback for the University of Nebraska Cornhuskers. Host Ron Meyer talks with this Catholic athlete about growing up in Nebraska and playing for one of college football's storied programs with faith at his side.

This week's B2P collegiate spotlight show features Matt Masker a quarterback for the University of Nebraska Cornhuskers. Host Ron Meyer talks with this Catholic athlete about growing up in Nebraska and playing for one of college football's storied programs with faith at his side.

This week's B2P collegiate spotlight show features Matt Masker a quarterback for the University of Nebraska Cornhuskers. Host Ron Meyer talks with this Catholic athlete about growing up in Nebraska and playing for one of college football's storied programs with faith at his side.

Herzlich willkommen bei B2P. In der letzten Folge hat Markus Wilhelm darüber gesprochen, dass Leitplanken Sicherheit und Orientierung geben. Markus Wilhelm hat die Altenhilfe als Zivi im Pflegeheim kennengelernt und seinen ersten Beruf als Maschinenbauer an den Nagel gehängt, um die Ausbildung zum Altenpfleger zu machen. Heute ist er Pflegedirektor und hatte schon sämtliche Führungsfunktionen inne. Heute gibt er Beobachtungen weiter, welche 3 Gründe dahinterliegen können, dass bspw. PDLs vom Schreibtisch aus ihre MA führen. Ich bin schon gespannt, ob du dich darin wiedererkennst. Und er gibt PDLs einen soooo guten Tipp wie sie sich selbst organisieren können, um die Flut an Aufgaben zu bewältigen. Nicht wundern, wir starten gleich rein ohne Begrüßung und dem ganzen Schnickschnack. Born to Pflege: Facebook: https://www.facebook.com/borntopflege/ Instagram: https://instagram.com/borntopflege/ YouTube: https://www.youtube.com/channel/UCITRHJ4qllFPZkXaPDrlq6A Homepage: https://borntopflege.de/

Du bist am Start bei B2P und das ist auch gut so. Du hast den Titel gelesen und stellst Dir die Frage: dezentral führen? Was ist das denn? Ich bin mir sicher, sobald mein heutiger Gast Markus Wilhelm beginnt darüber zu reden, wirst du wissen, was sich hinter dem Schlagwort verbirgt. Markus Wilhelm hat vor vielen Jahren eine Ausbildung zum Altenpfleger gemacht. Heute ist er Pflegedirektor. Und in seiner heutigen Funktion liebt er dieses großartige Gefühl, für Pflegefachkräfte, Betreuungskräfte, Assistenzkräfte und Auszubildende da zu sein und gemeinsam Lösungen zu finden. Wenn es um Führung geht, dann ist sein Motto: Wir arbeiten mit Menschen für Menschen, deswegen plädiert er dafür, dass die Führungstätigkeit von Einrichtungsleitungen und Pflegedienstleitungen erlebbar ist. Und wenn Du bis zum Ende dran bleibst, wird er dir ein schönes Bild mitgeben. Born to Pflege: Facebook: https://www.facebook.com/borntopflege/ Instagram: https://instagram.com/borntopflege/ YouTube: https://www.youtube.com/channel/UCITRHJ4qllFPZkXaPDrlq6A Homepage: https://borntopflege.de/

This week's B2P collegiate spotlight show features University of Colorado Colorado Springs (UCCS) volleyball player Hannah Ammerman. Host Ron Meyer talks with the Hannah about excelling at the division one level and the role faith plays in her life.

This week's B2P collegiate spotlight show features University of Colorado Colorado Springs (UCCS) volleyball player Hannah Ammerman. Host Ron Meyer talks with the Hannah about excelling at the division one level and the role faith plays in her life.

This week's B2P collegiate spotlight show features University of Colorado Colorado Springs (UCCS) volleyball player Hannah Ammerman. Host Ron Meyer talks with the Hannah about excelling at the division one level and the role faith plays in her life.

EWTN Radio This week’s B2P collegiate spotlight show features University of Colorado Colorado Springs (UCCS) volleyball player Hannah Ammerman. Host Ron Meyer talks with the Hannah about excelling at the division one level and the role faith plays in her life. https://www.listennotes.com/e/1fad1f399d6b4c5ea5ab2de23dbe8452/

ช่วงถาม-ตอบท้ายกิจกรรม ‘สู่หัวใจแห่งการตื่นรู้ – Head to awakening heart ' ปฏิบัติธรรมประจำเดือนของชาวนาถะ ณ บ้านลานเสียงธรรม ครั้งที่ 1 บันทึกเสียง ณ วันที่ 19 พฤษภาคม 2565 บ้านลานเสียงธรรม หลังกิจกรรมภาวนากับก้อนกรวด ผู้จัดทำ ขอกราบนอบน้อมและอนุโมทนาสาธุแด่ครูบาอาจารย์ผู้ควรแก่การกราบไหว้ ผู้ได้ประสิทธิ์ประสาทวิชา ย่อยความ แตกความโน้มให้พวกเราได้เกิดปัญญาเข้าใจติดตาม #B2P และขออนุโมทนาแก่ผู้เข้าร่วมกิจกรรมปฏิบัติธรรมทุกท่านทั้งผู้ตั้งคำถามอันทำให้ได้เป็นวิทยาทานแก่ท่านอื่นๆ จนถึงผู้รับฟังที่น่ารักทำให้เกิดสภาวะอันเหมาะสม เป็นกัลยาณมิตรที่ดีได้มาร่วมทำสิ่งอันเป็นกุศลด้วยกันค่ะ สารบัญเนื้อหาและคำถาม 1 สติมี 2 ประเภท 2 จุดประสงค์ของการกำหนดเพื่อความสงบ ถ้าไม่สงบทำอย่างไรดี เวลากลับไปใช้ชีวิตปกติจิตกระเพื่อม 3 ขยายความการทำกรรมฐานน้ำเย็น จากหลวงพ่อเยื้อน 4 ปฏิบัติแล้วเห็นขันธ์ 5 คือเห็นยังไง 5 การเริ่มเห็นขันธ์ 5 อย่างละเอียดมากขึ้นๆ ไปจนถึงการละสักกายทิฐิเบื้องต้นเปรียบเปรยเป็นอาหารที่เราชอบทาน ขยายความโดยคุณป็อป 6 ทิฐิ ตัณหา มานะ – การสร้างกรอบ ความยึดโยง การเทียบเขาเทียบเราอันไม่สิ้นสุด 7 ปิดท้าย – ตัวอย่างให้เห็นภาพ ทิฐิ ตัณหา มานะ คืออะไรผ่านการขับรถยนต์ จวบจนการเลือก‘วิธี'การเดินทางจากจุด A ไปจุด B, จิตคืออะไรใน การประกอบกันเป็นรถยนต์ บางคนถนัดการมองการประกอบกันของรถยนต์ บางคนถนัดมองภาพรวมการขับรถ ท้ายที่สุดทุกคนไม่ว่าจะขับรถยนต์อย่างไรจะรวมลงไปยังจุดหมายเดียวกันเสมอ ถึงแบบไหน ถึงอย่างไร แตกต่างกันตามแบบฉบับของแต่ละคน . #เวลานี้ที่เป็นสุข #NowAndHere #Awakeningshadows ---- Follow Podcast and Articles: Facebook : fb.me/awakening.shadow Instagram : instagram.com/awakening.shadows ----- Reference for Art & Sound: - Wordmark "Now and Here" : Dr. Preawpun - "EP.1" font : urSOV (Worawut Thanawatanawanich) - "EP Name" font : EDMuzazhi - White noise : ambiente de bosque ambix (credit to pixabay) - Now and Here Opening and Ending sound : bbmusic pixabay as an unique piano sound.

This week's B2P collegiate spotlight show features Matt Masker a quarterback for the University of Nebraska Cornhuskers. Host Ron Meyer talks with this Catholic athlete about growing up in Nebraska and playing for one of college football's storied programs with faith at his side.

This week's B2P collegiate spotlight show features Matt Masker a quarterback for the University of Nebraska Cornhuskers. Host Ron Meyer talks with this Catholic athlete about growing up in Nebraska and playing for one of college football's storied programs with faith at his side.

On this week's podcast… The Lizard raises his hand for #2G4P status again whilst Sam Berry auto-qualifies… and Brayden Fiorini comes #B2P. It's also a good week for Heff and Dos' Baileys (Scott and Williams) who both put up good scores. Jackson Hately puts up another score in the 90s and James Peatling continues on from the fantasy form he showed last year. Join us for our round 10 re-cap, discussing all the keeper league relevant players from the weekend's games. Be sure to stick around as we answer your listener questions at the end of the show. Get 20% Off and Free Shipping with the code KEEPER20 at Manscaped.com. Unlock your confidence and always use the right tools for the job with MANSCAPED™. BUY MANSCAPED PRODUCTS: https://au.manscaped.com #ad Website: bit.ly/2P8OVxm Membership: bit.ly/38sp6jo Facebook: bit.ly/38mqgNz Twitter: bit.ly/35nubHK Instagram: bit.ly/2PboV4p YouTube: bit.ly/2LIOCr0 TikTok: bit.ly/2YDe0Ud

This week's B2P collegiate spotlight show features Matt Russel a track athlete at the University of North Dakota. Host Ron Meyer talks with Matt about the integration of sports and his Catholic faith at the division 1 level.

This week's B2P collegiate spotlight show features Matt Russel a track athlete at the University of North Dakota. Host Ron Meyer talks with Matt about the integration of sports and his Catholic faith at the division 1 level.

This week's B2P collegiate spotlight show features University of Colorado Colorado Springs (UCCS) volleyball player Hannah Ammerman. Host Ron Meyer talks with the Hannah about excelling at the division one level and the role faith plays in her life.

This week's B2P collegiate spotlight show features University of Colorado Colorado Springs (UCCS) volleyball player Hannah Ammerman. Host Ron Meyer talks with the Hannah about excelling at the division one level and the role faith plays in her life.

B2P discuss a listeners question around breakfast. Why eat breakfast? When to eat breakfast? And what to eat? Lots of research shows us that those that don't eat breakfast tend to have lower levels of folate, calcium, iron, and vitamins A,B, and D. They also tend to eat more quick energy foods and less nutrient dense foods.Also! Check out our Dairy Presentation! A sweet steal at $10. Dairy gets a bad wrap. Let us explain real science, benefits and other things you should know about dairy. Receive additional materials to boot! Check it out!https://wayoflifenutrition.com/product/dairy/

Back to Port with the beloved classic podcast format , this time your Host is D-Ribz . D-Ribz is a B2P long time resident and now a Host. In his first episode is featuring a World Of Warship Community Contributor , The Monk52. Well known to community for his masterclass youtube videos. Special Thanks to our Patrons : DemonVll , Sevenrottendays , richeesyboi , MyschicK , Rider of Black !!! JOIN THE BACK TO PORT DISCORD SERVER : https://discord.gg/backtoport or https://discord.gg/shkDW9rfRQ Hosts and Guests appearing : D-Ribz [Main Host] , The Monk52 [Guest] If you like it , please give us some love with 5 stars Ratings and some feedback. FeedBack Form for Quality, Sound issues , Suggestions: https://forms.gle/XdMZqfU13e6FFDLJ8 Podcast Brought to you by [SoonTM] See you SoonTM , Stay safe and Turn The Tide . Produced by Papanikolis : https://allmylinks.com/papanikolis Grab your Free Ticket for Future Discord Stages : https://discord.gg/shkDW9rfRQ Support our Patreon and enjoy exclusive content and benefits while helping us maintain ad-free episodes for everyone ! https://www.patreon.com/backtoport Support us with Merch material : https://back-to-port.creator-spring.com/listing/buy-back-to-port Tracks that are listed to the podcast : intro/outro Artur Tokhtash - Ev Chistr'ta Laou! [OST World of Warships] Carpet : Artur Tokhtash - Blue Steel [OST World of Warships] Artur Tokhtash - Peaceful Warrior [OST World of Warships] --- Send in a voice message: https://anchor.fm/backtoport/message

Should we make the distinction between B2B and B2C marketing?Today's guest says no, because all marketing is B2P (business to people).In this episode, we interview Jessica Jensen, CMO at Indeed.com, about why the disciplines of good consumer marketing are the same as those of good business marketing.Join us as we discuss:Why all marketing is B2PHow our views of CX have changed over timeThe meaning and purpose of “brandformance”What data is most important to track week by weekConfession time: What most marketers get wrong about CX Itching for more CX goodness? You can find this interview and many more, by subscribing to CX Confessions on Apple Podcasts, on Spotify, or here.Listening on a desktop & can't see the links? Just search for CX Confessions in your favorite podcast player.

What is the big difference between the Blockchain technological revolution and the Internet revolution? The Internet was about the digitization of information, while the Blockchain is the digitization of assets, property and identity. As the Blockchain matures, like the Internet, it will be the mainstream technology of B2B, B2P and P2P transactions. Michael Kovacs talks about launching the first Blockchain technologies ETF in Canada, the cycle of technology over time, understanding ho blockchain was developed for Bitcoin, and a look at real-world applications and the companies leading the way. Hosted by: Michael Kovacs President & Chief Executive OfficerHarvest ETFs https://harvestportfolios.com/hblk About Harvest Portfolios Group Inc. Founded in 2009, Harvest is a Canadian Investment Fund Manager. Harvest offers an innovative suite of exchange traded funds, mutual funds and publicly-listed structured fund products designed to satisfy the long-term growth and income needs of investors. We pride ourselves in creating trusted investment solutions that meet the expectations of our investors. For additional information: Please visit www.harvestportfolios.com, e-mail info@harvestportfolios.com or call toll free 1-866-998-8298.

Voxtur Analytics Corp (OTCMKTS:VXTRF, CVE:VXTR) had a record quarter in its latest financial results stemming from the company’s synergistic acquisitions. (In case y’all forgot, Voxtur Analytics Achieves 183% Revenue Growth YoY) Voxtur is looking to track and grow revenues again with new clients, offerings, and another real estate home run acquisition target. The first merger […]

Brandon Edwards started his career in the issues management / crisis / grassroots / public affairs-focused healthcare division of a multi-industry, multi-practice Santa Barbara agency. In 2009, a toxic rift developed between Brandon's growing medical services division and the rest of the faltering agency. Brandon and his division associates bought out their piece of the business and formed ReviveHealth. It took almost 6 years to go from being issue based to what it is today – a full-service. integrated, all audiences, all channels firm serving B2C, B2B, and B2P, the business to physician/provider side. Santa Barbara was “an extremely high-cost market” with neither a strong employment nor a strong healthcare base. In 2011 decision was made to move to Nashville, TN, which Brandon refers to as “the Healthcare Capital of the World.” He cites Tennessee's central time zone, big airport, abundance of talent, and lack of a state income tax as major incentives for the move.  Brandon feels his agency has a “good business moat” – healthcare is an extremely complex business with major regulatory impacts. Even if generalist firms are good at strategy, they won't be able to deliver in-depth, healthcare-specific strategies or may lack corresponding creative skills. Firms that specialize in “creative” have the potential to propose solutions that could “send you to jail.”  In this interview, Brandon explains how too many medical organizations try to bring customers in through “the side of the funnel,” perhaps by marketing heart surgery to people (who may or may not have a heart attack in the next two weeks). “That's not how funnels work,” he says. “You need to bring them in through urgent care, primary care, preventative care, diagnostic care – some percentage of people that start in the top of that funnel are going to end up needing other services, whether that's PT or surgery of some kind, and all of the other attendant care that comes with it.” What makes an agency in this niche market work?  First, Brandon says, “You have to start with the right people that have the right talent and the right knowledge base.” Even then, it can take 12 to 18 months for a new hire's skills to become a “mature practice.” Strategy has come from a deep understanding of the healthcare business. To be effective, creative work, which comes from outside of healthcare –needs to be interesting and provocative. And process? “Healthcare is not a hobby,” Brandon says. HIPAA restrictions dictate everything the agency does, including information architecture, how information is shared with clients, and marketing campaign design. One early strategy core to the company was the idea of “being built to be sold,” merged, or transferred to employees through an ESOP (Employee Stock Option Plan). The intention was to always keep the firm as if it were “for sale tomorrow,” which informed hiring, compensation, professional development, branding, business development, and marketing decisions. Profits were consistently poured back into company growth. The agency did not expand by adding offices. Instead, it invested in hiring to expand and deepen capabilities, increasing offerings, and buying the tools, technology and data needed for “doing the job” now and in the future. ReviveHealth was recently bought out by IPG, Weber Shandwick, which Brandon says has been and continues to be “a really positive experience.” From the beginning, he built to sell . . . and then, he sold. All it took was sticking to his plan and “little luck”  Transcript Follows:   ROB: Welcome to the Marketing Agency Leadership Podcast. I'm your host, Rob Kischuk, and I am joined today by Brandon Edwards from ReviveHealth based in Nashville, Tennessee. Welcome to the podcast, Brandon. BRANDON: Thanks for having me. ROB: Why don't you kick it off by telling us about ReviveHealth and what the agency's superpowers are? BRANDON: Revive is a healthcare-only agency. We're healthcare focused. Located here in Nashville, which a lot of people know for country music, but it really is in many ways the healthcare capital of the world. It's a pretty phenomenal healthcare city. While we founded the firm on the West Coast, we relocated out here to Nashville in early 2011. Our superpower is really helping healthcare brands thrive. It's helping healthcare brands that want to lead the way. What we mean by that is really bringing to bear the full spectrum of marketing communications in the truest sense of the word “full-service” in a way that is very strategically focused on what we view as an underserved segment of healthcare. Most healthcare firms are dominated by pharma or government or med device; our clients really focus on the provider sector of healthcare. So hospitals, health systems, large physician enterprises as well as health tech and health services. ROB: It's an interesting place to get into. I think there's probably some interesting stories around the conviction to move. How do you go about saying, “I'm in California” – it's like the opposite of the Beverly Hillbillies. You're like, “Tennessee is the place where we gotta be.” BRANDON: It might be the opposite of the Beverly Hillbillies, but I'll tell you the people from Tennessee are probably tired of Californians moving here. There's no state income tax in Tennessee. It's a huge growth market, and yet everywhere Californians go, so go property values. We drive up home values in a very unflattering way. The story is actually kind of interesting. We started in California. I'm from California, my wife's from California, we founded the firm in California. We started the firm September 1st, 2009, and we all remember what was happening in 2009. The recession couldn't have been any worse. If you think about the unique aspects of headquartering a professional services business, particularly one that is highly specialized in healthcare, we were located in an extremely high-cost market without a strong employment base – without a strong healthcare base, actually. All of our talent was going to have to come from somewhere else. In 2009, no one could move to Santa Barbara because they couldn't afford to buy a home there if they couldn't sell their home. No one could afford to sell their home. If they were married or had a partner, that person couldn't find a job in Santa Barbara. So, we really reached the conclusion that for purely strategic purposes, we had to go where the talent pool already existed. We considered a couple markets, but it wasn't even close. Nashville was far and away the lead for us. It has a big airport, central time zone, really easy to get around, and has an incredibly deep talent base. I didn't initially know I was going to move my family here. We thought we'd open an office and staff it. My wife actually suggested we move here. I'd been on the road 150, 200 nights a year for our whole lives, and I think the entirety of her pitch was “If we move to Nashville, you'll get to have a lot more dinners at home and be with the kids more,” and that was it. She's a rare person that volunteered to leave Santa Barbara. ROB: Yeah, that seems like a direction that a lot of people wouldn't go, except what you said: to an extent, you were a frontrunner. I imagine this past season, you read about what's going on with real estate prices, and basically everywhere is functioning as a suburb of the California real estate market. I think you might've beat some of your friends to Nashville. BRANDON: Yeah. We were maybe the front edge of the wave in the summer of 2012, and now the wave is in full force. It's everybody relocating here. It's California, New York, Chicago, big cities fleeing to a slightly smaller city, but a city where, again, there's no state income tax. From an affordability standpoint, it's a very different animal.  ROB: When we think a little bit about your specialty, Brandon, what is it? What are the distinct needs both from a strategy perspective as well as a channels and distribution perspective of this healthcare group specialty market? BRANDON: It's a very nuanced segment. On the one hand, I think we feel like there's a good moat around our business from the standpoint that generalist firms can't really parachute into a highly specialized area like this and deliver the same kind of value and strategic counsel that we can. So our competitive set is a bit more limited. You also tend to attract people who have more specialized careers. In some ways, from a recruitment standpoint, it's self-selection. My phrase for it is “healthcare is not a hobby.” It's an extremely complicated business with an intense regulatory overlay, and it also is highly emotional for people. I think maybe finance is the closest area to it in some ways because of all those factors. From our standpoint, the tradeoff that most clients had before Revive was they could pick a firm that could really help them with strategy, but that firm was going to suck at creative. The flipside is you could hire a firm that was really creative and interesting, and some of the work they were going to propose would send you to jail. Being able to bring together this deep understanding of the business so that the strategy is rooted in a deep understanding of the business of healthcare, how the organization is going to make money if you keep its mission alive, coupled with creative that largely comes from outside of healthcare so that we have fresh ideas and really interesting, provocative, and effective creative, was really not a value prop that existed in our industry 12 years ago. ROB: It would seem to me that part of that story of being able to bring in those outside folks, those new perspectives, but not going to jail, also plays into process a little bit. How have you thought about the emergence of process, of getting that regulatory overlay and consistency across the organization? BRANDON: First, I think you have to start with the people part of it. I promise I'll answer your process question, but if you don't start with the right people that have the right talent and the right knowledge base, my view at least is there's no process that's going to save you from that. When we look at more senior level leaders in the firm in particular – I would say even mid-career and up – we look at people who already have a pretty deep established understanding of healthcare. If you bring in someone who's never touched healthcare and they've been in business for 15 or 20 years, I defy anybody to sit and explain HIPAA to someone in a way that's going to make any sense to them. There are so many aspects of the industry that normal people just cock their heads and say, “That doesn't make any sense.” It's like, you're absolutely right, and it's just the way it is. So I think it starts with people. From a process standpoint, you still have to have process and safeguards. We do extensive HIPAA training. HIPAA and the restrictions around use of data dictate everything about our information architecture, how we share information with clients, how you design marketing campaigns that can be effective and still be well within the bounds of those. So you really have to think through the processes in terms of not just what you do in a normal agency to get good work, but to get good work within the guardrails of what's allowable in the healthcare industry. ROB: That seems like a totally different mindset, and I can see that domain expertise from the experienced voices helping to train and bring up the next wave of talent. One thing I'm curious about – the timing of your focus in the space seems impeccable. The narrative of this past 10-15 years of the consolidation of the healthcare groups, the rise of these regional healthcare-group-sponsored office parks – it's a real thing. I see it all around me. How did you end up at the right spot on that wave? It could've been easy to be too early and easy to be too late. BRANDON: Yeah. I would love to tell you that it was incredible wisdom and vision on my end, and that just wouldn't be true. [laughs] I wish that's what it was. There were a group of us that were in another agency. We were essentially the healthcare practice, a place where I was a minority owner, and it was a multi-industry, multi-practice firm but had built up and created this healthcare presence within that firm. But that firm was very focused. It was essentially an issues management / crisis / grassroots / public affairs firm, so the healthcare practice we had built was very focused on those kinds of services and that kind of work for clients because that was the firm's positioning. And I think it was the right positioning for that firm. We got to 2009 and the rest of the firm outside of healthcare shrunk dramatically. Remember, this is the same time that the ACA was being debated and passed. This was the same time that there was going to be a substantial need for all kinds of expertise in the healthcare space, including marketing communications work. I think unfortunately, when you're in an agency that may be struggling a little bit – what do they say? Character is revealed by difficult times, not created by it. I think what was unfortunately revealed in that moment was a somewhat toxic culture in the other agency. So, when we looked to buy out the healthcare practice and form Revive, we really viewed it as an opportunity to go from being a healthcare practice in a diversified agency to becoming a healthcare agency, as well as an opportunity to really diversify the offering into truly full-service integrated marketing work. For us, there was this really great established base of clientele to work from and help to fund that expansion, but what started was a journey that took I would say 5-½, almost 6 years to go from being issues-focused to being a truly full-service integrated firm. ROB: From a channel mix perspective, you mentioned a PR and comms legacy; what does the channel mix look like today, and where is it heading within the healthcare space? BRANDON: I think the simplest way to put it would be it's really all audiences, all channels. We've gone from planning for earned to planning for earned and social to planning for every stripe of media and every stripe of channel and bringing in people with integrated planning backgrounds, bringing in people that are deep in digital and social and traditional. We actually plan and buy our own media across all channels. Very unusual for a firm our size. But one of the interesting nuances working with media buying, for example, in this space is that most media buying firms really want to buy large campaigns on a regional or national basis, and hospital media in particular is bought almost exclusively on a local community basis. The joke is if you go to work for a big brand, you're going to spend $50 million in $5 million chunks; if you go to work for a hospital, you're going to spend $5 million in $50,000 chunks. It takes a very different structure and thought process to create the media function. And that's just one thing. You still have to think about all of the creative and all of the different areas. We really think about all audiences, meaning we're looking at consumers, we're looking at current and past patients, we're looking at employers and brokers, we're looking at physicians and board members and donors, and then the people within those hospital or healthcare organizations that are purchasing from our health services and health tech clients as well. We really have both B2C and B2B as well as B2P, the business to physician side. It's really a robust channel and audience mix. ROB: It's a really fascinating mix, and it reminds me, as you talk about the regulatory overhead, I could see somebody 10 years from now – you mentioned Fintech earlier; I think various dimensions of Fintech seem like they're positioned both for some real growth versus synthetic growth, but also probably a good bit of regulation ahead. I think if somebody has a brain for that sort of thing, they might do well to start navigating the legality. There might be a good practice there. BRANDON: I'm sure you're in the same boat; I talk to a lot of younger people that are interning or are interviewing with us or whatever it is, and I think there's this tendency when you're younger to think about the sexy things, whether it's gaming or sports or whatever it is. Yet I believe in many ways, the best way to create a career that's going to maximize your value is to find these industries where you can develop indispensable knowledge. I think healthcare is one. I think finance is another. I think maybe once upon a time, defense department type work was. Maybe higher ed. There are some industries that require an incredible amount of focus, and perhaps the skillsets aren't as transferrable between working for one set of consumer products or CPG or whatever it is, but boy, it sure is value-creating for you from a career standpoint. ROB: Brandon, to switch gears a little bit, one part of your story I think we would be remiss not to touch on is the experience of being acquired. Many firms have that wish, but I think I heard recently maybe 1 in 400 agencies will actually ever be acquired. How did that process commence? Was that something you engaged in intentionally? Were you just sticking to your knitting and somebody took notice of what you were doing? BRANDON: We have a lot of flaws as an agency, just like any group of people does. But not being strategic and thoughtful isn't one of them. In our very first strategic plan, September 1st, 2009, when there were four of us, the strategic plan says “Revive is being built to be sold.” There's a little asterisk next to “sold” that says “It's not really about sold; it's about merged or an ESOP to employees or whatever.” But the thinking was, and I think a lesson learned perhaps from previous agency experience, is the worst thing you can have is an agency that you need to sell and can't. It's a bit like owning a home. They always tell you when you're younger, don't have the most expensive house on the street. You don't want to own a house you can't sell. And most people love their home – of any day they own it, the love it the most the day they put it on the market because they've done all the things to make it beautiful and have curb appeal. They've landscaped it, they've painted it, they've fixed all the little dings and scratches. I think agencies are a lot like that. We viewed it as we wanted to keep the firm always like it was for sale tomorrow, and that meant how we hired, how we comped people, how we did professional development, how we thought about our brand, how we did business development and marketed ourselves, how we paid ourselves. We took the view that the owners would comp themselves as employees. We would not take money out of the business; we would pour everything back into growth. So it was always about building enterprise value. We didn't really set a timeline on it. I think maybe in that first plan we said 10 years, and honestly we just sort of made hat up because it seemed like a long time. It turned out not to be. [laughs] But we went into it with that attitude, and it became a filter for every single decision that we made for the business. And I think in a lot of ways it helps to keep you from being selfish. It's really easy to have a great year and think “I think maybe we should pull a bunch of money out and go buy something cool” or whatever, I don't know. We didn't do that. The only money we took out of the business was for taxes, basically, and our individual compensation, which was set and didn't change much during all those years. We would call the question every year in strategic planning, and every year the answer was “No, we're good.” Then we get to the end of 2014. We had grown 60% that year. We had added digital content, social, we had purchased another firm, and we got to the end of the year and called the question of strategic planning, and the group unanimously said this would be the right time to look for a partner. “Let's find someone who has been through this process of integration and can help us do this better and help us grow faster and help us avoid the pitfalls that come with going from being a single discipline firm to a really diversified agency.” ROB: It's interesting to hear that intentionality from the start. I think there's probably some threads to pull on there. For instance, I think you mentioned casually ESOP. It would be good to dig into that. When you think about building from the start, a technology startup will think about issuing stock options to their employees to ensure that they get to share in an acquisition. But that's so often incompatible with a services organization. How did you think about employee comp, sharing in an exit, that sort of thing? BRANDON: Probably not as well as we should've. [laughs] I think you'd always be better at this the second or third time than you were the first time. Let me back up for a second: we had a great experience with the sale. We went about the process in a very nontraditional way. We had a great experience with the transaction. We had a great experience with the earnout with our buyer, which is IPG, Weber Shandwick. You hear all these terrible stories from people, and I will tell you that we had none of that. we had a really positive experience and continue to. Our executive leadership team – we had no senior level departures at the end of the earnout. That's very unusual. Just a good experience. That said, I think we could've done a much better job – I could've done a much better job – leading up to the sale. We did not spread equity around as much as we probably should've. It wasn't so much that we sat down and decided not to as just it hadn't been a part of our plan, and by the time we went to sell, it was probably too late to make meaningful changes to the equity structure. We had five shareholders and five phantom equity holders just before the sale, and we then converted the phantom equity holders to real equity right before the sale because that was our buyer's preference. ROB: What is phantom equity? BRANDON: Think of it as another way of creating an incentive compensation structure that doesn't represent real ownership, so it doesn't necessarily give a holder rights to a percentage of the firm's profit or something like that. The upside is it can be given and taken away just like a bonus would; the downside is it gets taxed in ordinary income instead of capital gains. So it's a little bit more attractive for the company, a little bit less attractive for the holder. It may be a little bit less attractive, but it's substantially more attractive than getting nothing. I think ultimately, I wish we had distributed a little bit more ownership to some key people, particularly some people who really killed it in the last 5 years, but once you've entered into the transaction, it's too late to change the equity structure. ROB: And it's definitely tricky often, and not necessarily in your case – turnover in services can be higher. You also are dealing with the multiples that you sell for, typically. They're not the same in services as they are in startup land. What I want to pull on a little bit now – you mentioned a couple things. If you're building the sell, what comes to my mind is you have to be carrying decent margins on your services to be attractive to purchase. But then you mentioned that you and your partners were also not taking money off the table. I think where that probably points the flashlight a little bit is towards the question of: how do you strategically reinvest meaningful margins to build a business? I think that's where a lot of people typically throw up their hands and just take the money off the table. BRANDON: Yeah, and I don't think that's irrational. I say this as a predetermined outcome for us because this is what we wanted for our business, but to be fair, it's not at all irrational or even maybe a negative to say, “I don't want to sell the business. What I want is to get it to a point where I don't have to work so hard and I can make pretty good money and it creates an annuity for me and my family.” Yeah, there's some dangers of that, but there's dangers in selling too. So I don't know that there's a right or wrong answer to it. I think in terms of reinvestment, we really looked at it in two branches. I'll tell you up front the one we decided not to do, and that was that we were not going to expand on the basis of offices. We were going to look at reinvestment in people and technology as opposed to places. We've never opened an office for a client. We've never been in that mode. We've always had as few offices as we felt like we could get away with and still attract the right talent. So we looked at it in two ways. Early on, it was really reinvestment in hires that would expand our capabilities – sometimes deepen them, but mostly expand them. The reason I think that's a reinvestment is very often, when you're bringing on someone to build out a new capability, there isn't going to be enough revenue there really to justify that hire for some period of time. Typically for us, it was 12 to 18 months from the day we hired someone to the time that was a mature capability or mature practice. We would look at reinvestment in building out these capabilities, and that meant a creative department, that meant a media department, that meant digital capabilities, social media, content, research, all these different areas over the years. I would say hand in hand with that was reinvestment in the tools, technology, and data that could make those people effective. What does our media department need to do its job? What does our analytics group need to do its job? And what are they going to need in the future? What do we need to do in terms of data-driven marketing, whether that's Salesforce or other platforms that we use? All of which carry pretty sizable price tags and some of which are more difficult to monetize with clients than others. I think those are the big two. I would say a distant third was the constant reinvestment in brand building and business development for our firm. We have spent about 5% of revenue on an annual basis from the time we had 10 people in new business and corporate marketing, brand building, for Revive to always be punching above our weight, always be growing. As a result, we're showing 12-year compounded annual growth rates of about 25% a year. ROB: Wow. Sounds like a good company to buy if you're IPG. That's good. And you're still there, which must mean it's also a good job. BRANDON: I would like to believe that they could've bought anything they wanted and chose us. I find that flattering and a statement of confidence from them. But yes, they've been great to deal with, and honestly I've been glad to be here. It's nice to be part of a really great company. ROB: That's great to hear. That's a good acquisition story. Brandon, when you're looking ahead a little bit, what's coming up for ReviveHealth, and maybe more broadly healthcare marketing, that you're excited about? BRANDON: I think in some ways, in our segment of healthcare marketing, the pace of change is accelerating to where many of the things we're seeing now in healthcare marketing are the things that you would see more commonly in other industries. Typically, hospital marketing in particular trails other industries by a few years. We're starting to see that gap close. We're seeing a great deal more emphasis on data-driven marketing and personalized marketing. We're seeing a great deal more emphasis on social media and social media engagement – which, given how personal and human healthcare is, is sort of strange that it's just catching up to other industries now. But I think the biggest shift we're seeing is a mindset shift from hospital operators who have been accustomed to spending the bulk of their budgets on traditional advertising to build brands to hospital executives who see the power of real 4 Ps marketing that will drive volume and profitable growth to their institutions in a way that I think is almost taken for granted in many other industry sectors. ROB: Right. That's actually really interesting because many hospitals are massive institutions, but now they're also living under an umbrella where there was just one location and now there's four, and there's an attendant group of facilities around it beyond that. It's “Who's the brand?”, but also “Where is my local version?” That's what it seems like to me as a consumer. BRANDON: Not to be too flippant about it, but I think we all drive around town and you see these billboards with “heart surgery this” and “knee surgery that.” Does anybody really buy on that basis? I mean, it's not like you drive around and say, “That's interesting. I hadn't really thought about it, but my knee does hurt. Maybe I'll have surgery after all.” It's sort of silly when you say it like that. To me, this industry just begs for highly targeted, highly personalized, data-driven marketing. If I get you into what we call the top of the funnel – urgent care, primary care, preventative care, diagnostic care – some percentage of people that start in the top of that funnel are going to end up needing other services, whether that's PT or surgery of some kind, and all of the other attendant care that comes with it. I think most hospitals have tried to enter the funnel from the side, and it's sort of a joke for us. That's not how funnels work, right? You pour things in the top and they come out the bottom. We don't get to come in and say, “I just want to find those people that want to have heart surgery in the next two weeks.” It's like, no, let's engage people who are going to need heart surgery in six months, in a year, in two years, in three years. Look at more the lifetime value of the consumer as opposed to the transactional value of the consumer, and recognize that physicians play a huge part in it. Most of us go where our doctors tell us. ROB: Right. It starts with being in the provider network at some point. BRANDON: Absolutely. Who you have contracts with from an insurance standpoint, what your medical staff looks like, how effectively referrals are processed, if you provide easy access for consumers – telephone, digital, as well as other methods. It really is all 4 Ps of marketing. It is not just promotion. I think the industry was pretty dominated by promotion prior to maybe 5 to 7 years ago. ROB: That is tremendously interesting. Thank you, Brandon, for sharing your journey. Congratulations on everything you accomplished leading up to and even after the acquisition. It's a great part of the story to tell, and it sounds like the national marketing community is better for it. BRANDON: We have a great team, and anybody that does what we've done in the last few years and doesn't acknowledge some meaningful amount of luck is probably not being honest. [laughs] You can work hard all you want, but if you don't have a little bit of wind at your back, it's going to be pretty tough. ROB: The humility is definitely welcome. We all need a little bit of that luck, and sometimes you have to survive long enough to be lucky. Coming out of 2009 is nothing to dismiss either. Thank you so much, Brandon. We wish you and your team the best. Thank you for sharing your story. BRANDON: My pleasure. Thanks. ROB: Thank you for listening. The Marketing Agency Leadership Podcast is presented by Converge. Converge helps digital marketing agencies and brands automate their reporting so they can be more profitable, accurate, and responsive. To learn more about how Converge can automate your marketing reporting, email info@convergehq.com, or visit us on the web at convergehq.com.

P2P, B2P, & G2P (re-broadcast of Ep. 151)

Steve Connelly started Connelly Partners (the defiantly human agency) in 1999 after he, as President of another agency, decided that the next time he got shot in the head, it would be by his own hand. For the first 6 months, his startup operated out of loaned office space in the backroom of another agency, Partners & Simons, Connelly Partners grew to cover all disciplines through acquisitions and organic divisional spinoffs. Today, the agency has a 42,000 square foot office in South Boston, and satellite offices in Dublin, Ireland and Vancouver. The broad, international range of the agency's B2B and B2C clients range in size from very small to large. The agency even supports low-cost or pro bono services for creative opportunities. The core values of the agency include all things anthropology, with subsets of empathy, studying human behavior, observing people and being able to “figure out what they're thinking, even if they don't know that's what they are thinking.” Steve refers to his team as “master translators of human behavior” . . . with the ability to “read minds.” He thinks the best way to understand how to sell a product to a customer is to understand the challenges of that customer's life. His priority is not to “get noticed.” He says, “Everyone notices a streaker, but no one wants to shake his hand” and then clarifies the thought by saying, “I'd rather understand a person, have them look at our work and say, “You know what? They get me.” In this interview, Steve talks about people's responses to market cycles and how, often, when things bottom out, people sit and wait for things to turn around.  He says, for him, that “the bottom” is the point: When you attack, when you invest, when you try to grow new practices, you try to bring new assets into your company, you take a really good look at your company as it sits, identify all your flaws . . . and try to fix them. I think the bottom of the market is when you get aggressive. But to do that . . . you have to have a lot of money saved. That funding is accrued when times are good. In this interview, Steve talks about the post-Covid business environment. As the world “opens up,” he expects to see a surge of “revenge tourism,” with people trying to “catch up” on experiences with their families after so many months in lockdown. He says, “Everyone is pissed off about everything right now” and acknowledges that, in the not-too-distant-future the “rules are going to be applied differently,” people will “choose to live differently, work differently, open . . . businesses differently going forward.”. He concludes, “Maybe we all just need to take a breath.” Steve believes that the next year is going to be a time of discovery. Management during Covid revealed a lot of good things about people as they worked from home, but everyone was operating by the same rules. Once restrictions are lifted, things will change. Steve believes that a unilateral “everyone will work from home” is an unrealistic money grab and notes that the office environment fosters a higher level and quality of spontaneity and organic exchange. He expects to develop a “hybrid” model to keep the best of both. Steve can be reached by email at: sconnelly@connellypartners.com. Transcript Follows: ROB: Welcome to the Marketing Agency Leadership Podcast. I'm your host, Rob Kischuk, and I'm joined today by Steve Connelly, Founder of Connelly Partners, based in Boston, Massachusetts. Welcome to the podcast, Steve. STEVE: Great to be here, buddy. ROB: It is excellent to have you here. I think you've got a great story with your firm, so why don't you start off by telling us about Connelly Partners and the firm's superpowers? STEVE: Connelly Partners was founded in 1999. The way most great agencies were founded, I was shot in the head by the previous agency I was president of, and came to a moment of realization that, “Okay, well, I'm not going to get shot in the head again unless it's . . .” ROB: Self-inflicted. [laughs] STEVE: Yeah, self-inflicted. So, we started the company. I had some amazingly gracious help from people inside the industry where I got space loaned to me. I had opportunities. The thing started organically in the backroom of another agency at the time called Partners & Simons. The nicest guy in the world, one of the smartest as well. Started organically. Moved to the south end in Boston about 6 months later. Now we have 42,000 square feet of space here. We have an operation in Dublin, Ireland. We have an operation new in Vancouver. We're in all disciplines. We've either acquired firms or organically started divisions to make sure that we have all skillsets represented. And as it relates to our superpower, I think everybody probably wishes for powers other than they have. We're certainly very fast, but I would say our superpower is the ability to read minds, which is creepy, but I do think our focus on empathy, our focus on really observing people, the love of anthropology, the study of human behavior – I think we can look at people and spend enough time and we can figure out what they're thinking even if they don't know that's what they're thinking. I'd love to say we have super strength. I'd love to say I'm invisible. I'd love to say all these other cool, sexier powers that you see on The Boys or in The Avengers and stuff like that. But I think at the end of the day, because we're an empathy-based company, reading minds is something we are actually really, really good at. ROB: That's a good talent. And you can read the minds of the people with the other superpowers, so it works out all right. If we zoom out a little bit, give us a picture of, if there is such a thing, a typical client, a typical engagement, or maybe an example client or engagement that helps us understand how you engage and what it looks like. STEVE: The reality is – and you know this and everyone listening knows this – there's nothing typical anymore. We have projects, we have AOR, we have big, we have small. We have people that have creative opportunities and we do it for nothing or low bono. We have some really big clients, great clients. We have some really small clients. I'd say the typical engagement, though, is somebody would come to us and they'd say, in so many words, “Help us understand our customers a little bit better and more their lives.” I think so many times people in marketing jump right to trying to understand how your product can be sold, and really the best way to understand that is to understand the person's life that you're trying to sell to and their stresses, their ups, their downs. What are the holes they have in their life that you might be able to fill or retrofit your product's benefit or services to meet a need? I think we would be looked at as master translators of human behavior and where we can identify what we would call defiantly human insights that most clients can take advantage of – things that are true about humans in general that we can help our clients use to maybe better get a conversation going with a prospect. I have a saying I've used all the time in this business, which is everyone notices a streaker, but no one wants to shake his hand. Our business is filled with a lot of people that believe our job is to be streaking and to get noticed and for people to see us, and I don't have time to do juggling llamas or flame-throwing fish. I'd rather understand a person, have them look at our work and say, “You know what? They get me.” ROB: Sure. Are we able to talk about some of the brands that might've been mentioned in the booking notes? I think it's illustrative, potentially. And I do notice the list was largely consumer. Are you largely in the consumer space? Is there some B2B in your game as well? STEVE: Yeah, we have lots of B2B. It's just those aren't names people have heard of. Everybody's heard of Titleist. Certainly, on some level, most people have heard of Gorton's and the Gorton fisherman. I think those are both great client examples. With Titleist, there's the fact they're the number one ball in golf. More players who are not paid to play a ball play Titleist, and I think that says a lot about – and of course, some of the greatest golfers in the world play it. Gorton Seafood, which is traditionally thought of as a fish stick-only company, but they're actually much more of a seafood company. With deep respect and understanding for people's love of the sea, we've been able to use anthropology; that's dictated a couple paths for us to connect Gorton's to the sea rather than lift them out of maybe how they were seen in the past, which is more of a convenience seafood. We work with Williamsburg Tourism, which is actually one of the biggest tourism DMAs in the country, with Williamsburg, Yorktown, and Jamestown. I was just down there a week and a half ago. Good to report to everybody, tourism is coming back. People may be wearing masks, but they're being active and they're outside again, and hotel occupancy was at a nice level. There were a lot of people enjoying the outside. So that's another client. We work for Audi in Ireland. Just finished a piece for them, or we're just going to production there. We're going to prepare for the reopening of the country and get people to rally around that, which is a cool assignment. We work for a big insurance company in Ireland as well. We work for Pizzeria Uno, which is a recent client here. Those are all consumer brands. On the B2B side, we work for a company called Quiet Logistics. We have a fair amount of B2B clients, including a couple I can't mention yet because we're still finishing up some contract negotiations. But I think one of our biggest wins in the last year is actually a B2B medical category company that has been totally embracing our love of anthropology. One of the things that happens in B2B, Rob, and you know this, is that people begin to try to categorize B2B as a different animal, and it's not. You're still marketing to a person; it's just that person is in a work stage, work life, different stresses, and we try to figure out what's going on in their life from the “9-to-5.” B2B is still B2P. And we get hired a fair amount for clients in that space to help figure out how to sell to people in the 9-to-5 mentality. ROB: It's consistent when we hear a little bit about how you think about consumer, because those brands that you mentioned – the Gorton's world – you think about food, and there's the lane of the flashy new product, and then there's the very – I think you mentioned where they came from, kind of this utilitarian mode. But there's something deeper you've gone to with the ocean, and Boston is certainly a good place to do that. When you mentioned that, I want to go eat some seafood in Boston right now. There's sort of a steadiness to how you come at those consumer brands that seems necessary. You seem to handle consumer more in the way people handle B2B than how people think about consumer. It's so flashy. STEVE: I think one of the things you have to do if you're going to be marketing – actually, B2C certainly, but B2B as well – is you can't be stuck. Everything changes every 6 months. If you're not self-aware enough to constantly be looking at the way life shifts – I mean, we have a rather robust strategic practice here. I don't know the number, but our strategist per employee number is I would guess much higher than most other agencies' numbers. We have two other open to hires, so if anybody wants to passively send me some anthropology resumes, I'd love to look at them. But I think you've got to be invested in the world and seeing how things have shifted. We just finished, and we're in the process of presenting to all clients now, 9 core insights that have changed and evolved or elevated in importance over the last 6 months as you come out of COVID. Now, those are different than they were 6 months ago when we were in COVID. It's knowing where the mind is going. You think about the imagery of the ocean, the power and the attraction of the sea, how we are all hardwired to yearn for it – I mean, everybody wants to put their toes in the ocean, for whatever crazy reason that may be that's anthropologically validated. I don't know why, but everyone wants to put their feet in the ocean. Using that attraction right now, if you think about it, we've been locked up inside for so long, the imagery of the ocean, the imagery of the outdoors, the imagery of the air – and also, the need to protect the oceans. The oceans are under incredible assault right now. Our reverence for the ocean and respecting the attraction of the ocean, we can use all that stuff to sell seafood. There's a goodness to the food that comes from the sea that people inherently believe. I don't have to convince them. I just have to connect them to that part of themselves that acknowledges it. Everyone likes fish. ROB: Right. Steve, you mentioned starting the firm in 1999, which may have looked like a good idea for about a year or so, and then maybe seemed like kind of a bad idea from the dot-com bust and the echo of that. You've been through the 2007-2008 financial crisis, and this COVID thing as well. As you're looking at coming out, how does this situation rhyme with the past couple of times of duress, and how did you handle it differently coming from that lens? STEVE: There's a certain consistency that I have had in terms of dealing with any time you reach a market dip, a market bump, when the rollercoaster is at the bottom. Some people handle it and they sit on their hands and they wait for it to pass. They become exceptionally conservative. They become almost passive, and you're kind of waiting for things to open back up, and you just want to weather the storm. I would be in the opposite category, which is I think that's the point when you attack, when you invest, when you try to grow new practices, you try to bring new assets into your company you take a really good look at your company as it sits, identify all your flaws – because lord knows we all have tons of them – and try to fix them. I think the bottom of the market is when you get aggressive, but to do that, you have to be really conservative financially. You have to have a lot of money saved. You have to be very careful that when you're at the top of the rollercoaster, you don't go out and spend all your money on flashy cars and nice clothes. You've got to remember this is a long-term thing. Because we have been very well-managed financially, we're able to attack at the bottom when other people might not. Now, the difference here in this particular next 6 months is that the rules have been unilaterally applied to everybody. Everybody has had to wear a mask, stay inside, work from home. We've all been forced to compete by rules that are consistently applied. That wasn't the case in the previous blips. Certainly, the dot-com blip – I can go back and talk about what happened then. But the difference now is we all have to ask ourselves: What happens when we're all not playing by the same rules again in 4 months? When some people are going to work and some people aren't? When hybrid is becoming the reality and other people are going to want to stay home? When there's different requirements of people as they pursue revenge tourism, as they try to find different ways to have more experiences with their family because they feel like they have to make up for lost time? The rules are going to be – we're all competing and stuck in the same “COVID prison” right now. I'll say one other thing. I had a really good conversation with an employee here a couple of days ago. In an agency meeting, he asked me when I'm going to stop being so angry at COVID. I really didn't even know I was projecting that anger. I found that to be a really therapeutic, really good slap in the face of reality that I got, because I think we're all angry about it. But we can do nothing about it. I really took those words to heart. I think in the early parts of this, I thought the role of an agency leader or business leader, head of a household, head of any group, manager, coach, your job is to be positive and to get people to focus on the positivity in the long term. I think I and all of us have been beaten down to the point where we're angry and negative. [laughs] I found that to be a really good comment. As the rules are going to be applied differently and we choose to live differently, work differently, open our businesses differently going forward, I think positivity is something I'm going to try to amplify and get people to be a little less angry. Everyone is pissed off about everything right now, and maybe we all just need to take a breath. ROB: I think it will be good to have – you mentioned revenge tourism, and I hadn't heard that phrase. It's hilarious, but it's intuitive. I understand what you're getting at. Maybe that will be a bit cathartic. Everybody has 10 opinions about what to do each day, but some folks seem to be saying they're going to stay locked down, and maybe that's the hardest part. How do you get those people out and un-angry? We all need to see some people and do some things, I think. STEVE: Yeah, I don't know how we're going to – I think one of the things we have to do is acknowledge that we can only try so hard. Because of the way news is distributed, because of the way people are consuming news and they're gathering information, they are led down certain paths. For us, I think we'll go back to basic human instinct, which is the majority of people are going to want to get out. Here's an example. In Ireland they're still completely locked down. If I go to Ireland right now, I have to sit in an airport hotel for 2 weeks before I can get out, and then when I get out, everything's closed. The challenge as it relates to tourism in Ireland is that most people, when they take their holiday, go to Spain or to France or to Europe, other countries, and they explore the way we would explore other states here. They can't leave. So they are now making holiday plans to travel within Ireland, and if you think about it for context, that would be like me in Massachusetts – I can't go to Florida, as I would go every year; I have to go someplace within Massachusetts. There's a little bit of depression that comes from that. But I'm finding people are saying, “I'm going to make the best of it,” and there's a certain acceptance. In Massachusetts, there are amazing places to go visit and escape, and I can take some revenge on COVID. I think that's what's going to happen as different countries stay shut down. Revenge tourism is real, man. Our biggest piece of business when COVID started was Four Seasons in the Americas, and I lost that business in the first 2 weeks, for obvious reasons. But I think hotels are going to start – certainly, it's happening here in the States again, and some places, some hotel groups, destination groups that continue to spend and engage with customers at the bottom of the rollercoaster are going to see the benefit of it now that things are starting to pick up, where others are going to have to make up ground. From a marketing perspective, that's a little bit of an insight that's going to be fun to observe: how fast people can catch up. ROB: It's going to move. It's already moving pretty quickly. To your point about investing when things are down, I'm hearing that a lot of the rental car companies disinvested in their fleets and now, come July and August, you're looking at $100 a day for economy class cars in some places. If folks had kept it up, they'd have a fleet to sell. STEVE: I'll tell ya, man, I went to Naples this past weekend to golf. I'm in the Hertz Club Gold and I'm also in the National Emerald Club. I booked my car at National in the Emerald Club, landed at the hotel with my golf bag and my clothes, and there were no cars in the road except for one little teeny tiny clown car. I'm not a small human being, but this was my only choice. I was in a state of shock that every single car was gone, or, as you said, they've liquidated some of their fleets. I'm driving around Florida in this little teeny tiny thing, trying to figure out where all the cars went. They clearly didn't invest at the bottom. I get it; I think there are financial realities. But it doesn't change the fact that I'm driving with my knees up to my chin. ROB: [laughs] Sounds challenging. It's going to be interesting. I was ready to go to Ireland. I was ready to self-quarantine for 2 weeks when they were still open, I think last summer. It turned out our kids didn't have passports yet, so we didn't make that. But I was ready to do that drive around Massachusetts version of Ireland. Just pick a home base in the middle of the country and drive around and see it. STEVE: When you're ready to do it, give me a call. I followed my son some years back on a rugby tour around Ireland, and it's a spectacular country. The people are – for people that live in a country that has two seasons, cold and rainy and warm and rainy, man, they're happy, friendly, nice, accommodating. We had the greatest time ever, and you will too. But I could say the same thing about Massachusetts in terms of people that are driving to The Berkshires, or for me going to New Hampshire within 100 miles. There's so much that we haven't seen. I think at the end of the day, revenge tourism is about getting out of the house and reconnecting with some people, and you can do that driving 50 miles as well as flying 500 miles. ROB: Absolutely. I will look for those tips. Steve, with the journey you've been on, and really successfully running and growing a firm for over 20 years, I'd be remiss not to ask you about some other lessons you've learned along that journey and maybe some decisions you might advise yourself to do differently if you were going back in time. STEVE: I wear a lot of t-shirts. The people here would validate that. One of my t-shirts I wear is, “Often wrong but never in doubt.” I think that's a key categorization for people that lead firms. You're going to make mistakes; just make them quick and move on. Once you make a mistake, try to fix it. I see a fair amount of people that are suffering from analysis paralysis. I think that actually is because of data, too. There are so many different hunks of data out there that people can study. By the time you figure out what it is you want to do, it's too late. I think that's true with clients and that's certainly true with agencies. I trust my gut. I trust my eyes. I trust my instinct. I'm a coach by trade, too, and I think there are certain skillsets that come from coaching groups of kids and high school and college kids and getting a group of people to work as a team. Those are transferrable skillsets. The things I wish I could do over again – that's a trick question because everybody has a thousand of them, but I don't really think about them. I'll give you one, but I don't really think about them because you make a decision, you go with the decision, you do it based on what your gut and data tell you to do, and if you revisit it, you're going to drive yourself mad. I mean, I have a beautiful wife, I have great kids, I have a great company. Would I have gotten here if I had made other decisions? Who knows? But I'll tell you one thing. I'm sure no one's ever gone way back to when they were 12 years old, but when I was 12 going on 13, I was a really, really good baseball pitcher. I've told this story before. Stay with me; it's relevant. I had a choice at that time. I could've played on an elite team in my hometown that would've developed my skills, honed my skills. I would've found out how good I could've been. I stupidly at that point – perhaps not – chose not to play on that team. I chose to play on a lower level team because that's where my friends were. That one decision caused me to lose skills. I was never able to find out how good I was. I spent literally the next 8 years trying to find out how good I could've been as a baseball player, and I couldn't play in high school baseball. I wasn't good enough. I could've if I had made that choice. I did play in college, but it took me 5-6 years of training to catch up, and I was one of those athletes that the older I got, the better I was. I sat on the bench. I got on the team. But by the time I got into my mid-twenties and thirties and forties, and now as I'm 60, I can throw a baseball better than most at any other age, still. I love the game. The lesson is, if somebody presents an opportunity for you to explore and find out how good you can be, even if it's painful, even if it makes you uncomfortable, even if it pushes you outside your comfort zone, you take that shot and you go find out. Because if you don't, it's going to cost you years to find out how good you could be. It took me 8 years to undo one decision I made when I was 13 years old. I've never forgotten that. ROB: Yeah, and gladly, you do get to take that with you as you go. I wonder if it ties in a little bit – when I look at the sort of clients that you have and the way you've grown and the way you're still accelerating into acquisitions, I see the sort of firm that probably easily could have been acquired three times over, or you could've found somebody else to run it or something else. What keeps that fire burning in you to keep the gas going on the business, to not take a big check from some sort of ownership group that comes along, that sort of thing? STEVE: Well, to be clear, if anyone out there has a big check, please provide them with my email and contact information. No, I'll go back to when I was 13, man. That meant that I had a chip on my shoulder. I had something to prove. There was a certain anger and a fire in me that I think has gone to the point of where I am now at 60, where I'm like, I'm not done, man. I still want to try to compete at the highest level. I want to find out how good I can be. I think on a different level, I feel a responsibility as a company to defend the human right brain from the marginalization of it that's being caused by technology and data. I think I feel an obligation to be a defender of all things human at a time when we're trying to be algorithmically discounted. I think there's an opportunity for a company out there to have a good human soul, to be a non-arrogant, non-know-it-all marketing partner that is filled with confidence but not arrogance. And I don't think there are many companies like that. Meanwhile, I sit in a corner of the country where there's an opening for a firm like ours to provide a resource to a certain segment of clients that are interested in anthropology, that are interested in understanding their customers better, that are not interested in juggling llamas, that are interested in better connections. I always like to say, too, that we as a company are a terrible first date. We're awful. On your first date – it certainly was true with me – that's when you're at your absolute most artificial. You make yourself look as good as you can possibly make. You make sure that you say the right things. You're very measured. You prepare. The first date is an artificial presentation of who you aspire to be. You get down to second, third, fourth dates, then the real you is revealed. We're terrible at being artificial at that first thing. If somebody asks me a question, I'm going to give you an answer. I'm not going to bull anybody. I'm not going to try to shovel anything. If they ask me what I think, I'm going to tell them. That second, third, fourth date kind of stuff – when I put on a pair of pants and go to my wife now and say, “Do these pants make me look fat?”, my wife will say, “Sure, they do. So change them.” You have to get to a certain comfort level with a person, with a client, with an agency, where you have that kind of value conversation. I think there's need for that, and I don't see enough of it in the world or in our region. So I'm going to keep going till I don't. ROB: Sure. It's wonderful to see that burden on both sides to be a place that is worth working for and also one that's worth working with. There's certainly not enough of those. I don't talk to people with regular jobs that often anymore, but I think about the conversations complaining about them. STEVE: We'll see, too. One of the biggest struggles most agency leaders and most company leaders are going to have is the work from home discussion and the reality of how people like to work. Ours is a business, I believe, that's an organic exchange, but there's certain aspects to working from home that people have discovered, in terms of productivity, in terms of balance, that are good. How are you going to rebuild a corporate mentality and structure? I find it absolutely mind-boggling the amount of companies that are going to unilaterally embrace work from home all the time because they said that they have been productive during COVID. And we have been. All of us have been remarkably creative in figuring out ways to manage, but we've all been playing by the same rules. Now the rules are going to change, and I think some people are going to do it differently. A lot of people are going to move their companies to be unilaterally work from home, and it's a money grab. You're going to be able to cut out a bunch of operational expenses and put them in your pocket under the guise of work from home. And I don't know the answer, by the way. We're going to figure it out together here. But some sort of a hybrid model, certainly initially over the next year while we try to figure out how to keep the best of what COVID management has revealed in all human beings as we've worked from home – because surely some really good things came out of it – and combine that with the best of working together in an office environment where spontaneity and organic exchange can happen in ways that it can't when you work from home. That's going to be fascinating. Like I said, I wish I knew the answer, man. I don't, but I'm going to go on my rather substantive gut, and we'll see what happens. We'll be willing to change and adapt going forward. ROB: That'll be a great conversation going forward. Steve, when people want to get in touch with you and connect with Connelly Partners, where should they go to find you? STEVE: My email is sconnelly@connellypartners.com. I get a gazillion emails. I read them all; I don't respond to them all because I'm trying to get through them all. I think the easiest thing to do is just shoot me an email and I'll get back to you. I'm not a big social media guy, and one of the reasons for that – and I hope you and your audience understand – it's not that I'm a Luddite; it's just that I believe in honesty, and honesty is not unilaterally embraced in a lot of places. So I'm going to not expose myself in a position where somebody's going to misconstrue something. I have been in positions where I have said something innocuous and honest and some people want to take me to task for that. The debate is exhausting, so I choose not to have it. I'm big on LinkedIn. Our company is a big social participant. If you go to our website, to where we are on Instagram, on all social channels, you can get a feel for our culture and our people. You can get a feel for our approach and our philosophy. But if you want to talk to me, send me an email and I'll call you. ROB: Sounds excellent. Steve, thank you for coming on the podcast. You've really got a great deal of wonderful things to share. We could go on for three times this long, but we'll put that off to another time and wish you and Connelly Partners the absolute best as we all have our revenge tourism. STEVE: Thank you, man. I would just leave this parting thought with everybody: be as positive as you can going forward. Be a little less angry. I was reminded of that 3 days ago. It snuck up on me. I think it sneaks up on all of us. Let's go back to trying to be a little less angry and a little bit more huggable. ROB: [laughs] Perfect. Love it, Steve. Thank you so much. STEVE: Rock on. Take care, buddy. ROB: Take care. Bye. Thank you for listening. The Marketing Agency Leadership Podcast is presented by Converge. Converge helps digital marketing agencies and brands automate their reporting so they can be more profitable, accurate, and responsive. To learn more about how Converge can automate your marketing reporting, email info@convergehq.com, or visit us on the web at convergehq.com.

Seasoned executive with broad experience in all aspects related to Business Development, Turnarounds, Fund Raising, Corporate Finance & Strategic Advisory. Deeply experience in M&A, Private Equity, Venture Capital, Debt Restructuring and Chapter 11 processes. Experienced in leading the digital transformation and immersion process in a fintech company (B2P) in Argentina, leading the transformation of a business model for a home lending company (from P2P to B2P) in Uruguay and expanding the business regionally. In his activity as mentor at Ivy Executives he has empowered skills of several leading people around the world

Join us for a conversation with Avery Bang, President and CEO of Bridges To Prosperity. We will discuss how to build bridges during divisive times. As President and CEO of Bridges To Prosperity, Avery believes that every person has a right to safe access – and the innovative, scalable approach B2P embraces is built to act on that belief. Since joining B2P as a volunteer in 2006, Avery has worked alongside a growing team of leaders and game-changers who, in partnership with isolated communities around the world, provide safe year-round access to education, healthcare, and markets through pedestrian bridge-building. Together, they're connecting the rural last mile.

INN this ep. we talk about (J)RPGs either online or single-player, F2P, B2P, or subscription with monthly fees that we love and recommend you to try & play!!

In der aktuellen Podcast-Folge spricht Christiane Schulz mit Oktay Tannert-Yaldiz, Managing Partner bei K16, und Markus Engel, Gründer und geschäftsführender Gesellschafter von Communication Consultants, über das New Normal in der B2B-Kommunikation. Wie macht sich das New Normal bemerkbar und ist B2B nicht längst B2P gewichen?

*Interview with Jayne Williams* We at VA Jayne are professionals specialising in managing Credit Control. We are an outsource company and operate UK wide covering invoicing B2B and B2P. We aim to be as seamless as possible to complement your business structure. We understand fully the importance of your invoices being paid on time and are driven to reduce your debtor days. We provide reports with current payment status on invoices as requested by you on a weekly, bi-weekly, monthly basis. Using cloud technology such as Xero allows you have access to the latest information on your invoicing information at your fingertips. VA Jayne removes the stress of your knowing that right now your invoicing is not being looked at. We are professional, always personable and remove discomfort and awkwardness felt when asking for payment of overdue invoices.

In seinem Unternehmer-Podcast Deep Dive interviewt digital kompakt in dieser Woche Detlev Hülsebusch, der mit Parkling eines der letzten großen Rätsel der Menschheit zu lösen versucht: Wie finde ich in der Innenstadt einen Parkplatz für mein Auto? Du erfährst... 1) …wie es eine App schaffen kann, Autos zu freien Parkplätzen in Innenstädten zu lotsen 2) …wie sich daraus ein Geschäftsmodell machen lässt 3) …was überhaupt LIDAR ist

If there's one thing the team at Umault would love to see left behind in 2019, it's the limits that the terms "B2B" and "B2C" marketing put on the creative process (and also vertical cell phone videos but that's not relevant to this post). Businesses don't market to businesses. We market to people. Real ones who thought The Rise of Skywalker was flawed but emotionally satisfying and that more people should watch Jane the Virgin. At the end of the day, both you and your clients go home and want to be entertained by the same movies and shows. So when it comes to video marketing, why do we forget about entertainment? That's why we propose that we all start using B2P marketing: business to people.The Apple holiday spot that Guy really wants you to watch: https://www.youtube.com/watch?v=LDeRyyDrS40The Apple at Work spot: https://www.youtube.com/watch?v=G9TdA8d5aaUOur short film about Synchronized Planning and Fulfillment: https://www.youtube.com/watch?v=uKrbpecnV34Domino's campaign that proved acknowledging faults can be a net positive: http://pizzaturnaround.com/And see more on our website: https://umault.com/insights/

Chris Bensted-Smith Chris Bensted-Smith started his career working for an investment firm. He left soon after discovering the opportunity digital marketing presented to small businesses and the direct correlation it could have on the bottom line. He specializes in SEO and paid advertising for accountancy firms and will continue to do so whilst they remain the most effective solutions for generating consistent streams of new business. Shownotes: Accounting firms lack the resources and expertise to keep on top of modern digital marketing methods There are dangers for accounting firms who try to do digital marketing for themselves The importance of using email campaigns to enhance the digital marketing of accountants How legal indoctrination helps turn accounting prospects into accounting clients Handling the concern that Facebook is social but accountants want business clients B2B and B2C are terms of the past because these days it’s all B2P – business to people Facebook is significantly cheaper to market on than LinkedIn LinkedIn is where most accountants and their clients live but they’re also all on Facebook The mysteries begin the data that Facebook knows about its users It’s incredible how specific you can be in targeting specific people on a platform like Facebook Facebook beats LinkedIn for millennials as there are far more on there under 50 years than over Traditional marketing methods like PR, cold calling and networking are not as effective as digital marketing Digital marketing lowers cost of client acquisition for accountancy firms The power of ‘lookalike’ audiences to create a list of accounting firms prospects The kind of marketing budget accounting firms would need to generate business leads on platforms like Facebook The difference between a general digital marketing agency and one that specialises in accountants There is a flaw in accounting firm marketing methods like surveys, questionnaires and client interviews It’s vital for accountants not just to generate leads but convert them into new clients The foundations an accounting firm needs to know they are capable of taking on more clients Many accountants have a negative mindset that Facebook won’t work for them, and it’s not substantiated. When not working, Chris is an avid rock climber with plans to scale El Capitan. He’s also an enthusiastic cook and used to work as a chef in his spare time. You can call him directly on +44 7759304494 or below: Chris on LinkedIn (https://www.linkedin.com/in/chris-bensted-smith-11784513b/) Liked your Accounting Influencers Interview with Rob Brown" target="_blank">Chris on email Website (https://vossmarketing.co.uk/)

A edição de julho do Talk Normas teve como tema Desempenho Térmico e contou com a participação dos convidados Betânea Danelon da Guardian, Eduardo Brofman da B2P, e os mediadores Ellen Bernardi da OSPA e Roberto Sukster da WHaus Engenharia. Esta é uma iniciativa do GT Normas da AsBEA-RS com patrocínio do CAU-RS.

P2P, B2P, & G2P (re-broadcast of Episode #151)

In partnership with Radio Free Krypton we're doing two (three) episodes on toxicity in nerdom. Our episode focuses on toxic masculinity in gaming specifically. We talk to talk to Laine "Superphrenic" Yuhas about Dota 2, sexism and her organisation, Desoladies. Later, researcher Emma Vossen, an expert on gaming and gender, gives us a run down on what it means to be a gamer, and why that sucks for everyone. PLUS: It's CJRU 1280 AM Fund Drive time! Together with Radio Free Krypton, we have a group goal of $140. If we can pull that off, we’ll do a full bonus episode together! In it, we’ll recap and analyse the new Spider-Man video game. It’ll be a blast, and we really want to do this. Are Syrian refugees and a love of Spider-Man not good enough? Well, don’t worry, we have a few more incentives. If you donate $5 you’ll be entered into a draw to win a copy of Monster Hunter World on a platform of your choice. So Xbox One. PS4. PC. You name it. At $10 we’ll steal a formatting idea from War Rocket Ajax, and rank 7 of your video games of choice. So send us some names, and we’ll tell you if they’re better than Shadow the Hedgehog or worse than Super Metroid. Plus, you get a raffle ticket for Monster Hunter. At $20 you’ll get all of that, and we’ll read a message of your choice on air. This ONLY works if you use the B2P offer code. Visit store.cjru.ca to learn more about the program, and make a pledge!

One segment of B2B copywriting is writing for professionals such as speakers, physicians, or real estate professionals. In this week's podcast, Steve Slaunwhite gives you a few helpful tips on writing effective “B2P” copy.

In seinem Unternehmer-Podcast Deep Dive interviewt digital kompakt in dieser Woche Detlev Hülsebusch, der mit Parkling eines der letzten großen Rätsel der Menschheit zu lösen versucht: Wie finde ich in der Innenstadt einen Parkplatz für mein Auto? Du erfährst... 1) …wie es eine App schaffen kann, Autos zu freien Parkplätzen in Innenstädten zu lotsen 2) …wie sich daraus ein Geschäftsmodell machen lässt 3) …was überhaupt LIDAR ist

October’s edition of B2P radio features a recording from my set at The Social Festival in my hometown of Maidstone.  I was playing earlier for a change so the mix features the deeper side of what’s doing it for me right now.  

For the September edition of B2P radio you will hear me play some of my favourite new cuts followed by a guest mix from Techno master Gary Beck.   David Pher - Lights [Deeperfect] Warboy, Borja Pena - Come To Daddy [Kinetica] Di Chiara Brothers - Need U [Deeperfect] James Jackson & Siege - Work Out [Black Jukebox] Dario D’attis - Sunshine People [Defected] Sidney Charles - U-Town [Relief] Mambo Brothers - Eso Es [Saved] Mambo Brothers - Super 800 [Saved] Joe Red - How Do You Say [Kassette Music] Sharam - Hemi [Yoshitoshi] Terr - Outrun (Tuff City Kids Remix) [Hotflush] Beton - Voice 64 [Pets] Bicep - Glue [Ninja Tune]   Gary Beck Mix   Gary Beck - Mayhooj  Psyk - 1st Trail [Figure] Gary Beck - Famoo Funk [Bek Audio] Gary Beck - T1.3 Modern - Mist Cleric - Nowhere Fast [Soma] Gary Beck - Keep On Gary Beck - Pure Cane Sugar [Bek Audio] Shufflemaster - Reweekender (Gary Beck Remix) [Mindshake] Gary Beck - Fantasy Stomp [Bek Audio] Emmanuel Top - Sine & Saw [Fokalm] Gary Beck - Ravey Night Cleric - Dualistic Soul [Soma] Gary Beck - Marrow [Drumcode] Unknown - Unknown     www.facebook.com/markfanciullidj/ twitter.com/markfanciulli www.facebook.com/between2points/ twitter.com/between2points_ www.facebook.com/garybeckmusic/ twitter.com/gary_beck?lang=en    

For this month’s edition of Between 2 Points I’ve included some upfront music that’s doing it for me right now along with a guest mix from Marc Maya in part 2.   TYOMA - HAZE (YOUANDME DUB REMIX) [LIVE ON MARS] MASH, WHITEHEAD - IN MIND (SWAYZAK REMIX) [BULLETDODGE] LEON BENESTY, ROOG - PERPETUAL GROOVE [SAFE MUSIC] JANSONS - KILLER KEY (PHIL WEEKS GHETTO DUB) [KNEE DEEP IN SOUND] MIELE - SUNSHOWERS (MATTHIAS TANZMANN REMIX) [SNATCH!] DENNIS CRUZ - EVERYBODY [SUARA] HECTOR COUTO - TALKING A LOST [SAVED] MAX CHAPMAN - AMELIA [ELROW] MIRKO DIFLORIO - BAD INFLUENCES [ELROW] HECTOR COUTO - GROOVER [SAVED] EMANUEL SATIE - COME AS YOU ARE (LUCA DONZELLI & MAR-T REMIX) [SAVED] NIC FANCIULLI - WRONG (FEAT. AGORIA & JAW) [MY HEART] JAY SHEPHERD - BULLFROGGING (MARK HENNING REMIX) [PETS] RUSHMORE - SOHO ONLY [CLONE JACK FOR DAZE SERIE] ALDEN TYRELL - GET05 [CLONE JACK FOR DAZE SERIE]   MARC MAYA MIX   IVORY TOWER - PRIS [AVIAN] RODRIGUEZ JR. - 2 MILES AWAY [MOBILEE] PROK & FITCH - WAILER [RELIEF] CHRISTOPH - COZEN [CIRCUS] CHRISTOPH - SKEDADDLE [CIRCUS] CUARTERO - UP TO THE ROOF [REPOPULATE MARS] DANNY SERRANO - ROOT [KNEE DEEP IN SOUND] REINER ZONNEVELD - COLORS (FEAT. AYMAR) (FRANKYEFFE REMIX) [DEEPERFECT]   CJ JEFF - ARMY OF ONE (PAUL USRIN REMIX) [KLING KLONG] DENNIS CRUZ - NATURE BOY [SUARA] DJ DEP - DESALOJADO (FANCY INC REMIX) [UNDERGROUND AUDIO] ADRIAN BLANCA - ALL RIGHT!  GHEK - JEEPERS [DIRTY HUMANS]  HARRY ROMERO - RETROVERSY   MONOLITIK - BURNING SUN       www.facebook.com/markfanciullidj/ twitter.com/markfanciulli www.facebook.com/between2points/ twitter.com/between2points_ www.facebook.com/MarcMayaOfficial/ twitter.com/MarcMayaOficial    

Streams In The Desert LIVE! P2P, B2P, & G2P

This week on Episode 50: Console and B2P, Aggelos, Thais, Deltia of DeltiasGaming.com and ElloaWendy for this podcast’s one year anniversary episode as we talk game news including Loremaster’s Archive: Reman II – The Limits of Ambition, Loremaster’s Archive: Trails and Tide, Hodor’s Speed Run Achievement, Patch 1.5.8 Notes, Updated Coldharbour Tutorial, EXP Grind Nerfs, Update […]

[embedplusvideo height="343" width="560" standard="http://www.youtube.com/v/nGNe-26PwKQ?fs=1&hd=1" vars="ytid=nGNe-26PwKQ&width=560&height=343&start=&stop=&rs=w&hd=1&autoplay=0&react=1&chapters=¬es=" id="ep5764" /] On this episode of The AIE Podcast... - Book of Heroes has turned a page - AIE rocks some boss socks - Rift goes Free to Play - Join the Nerdtacular roll call - And we talk Middle Earth with Dux, Apolas, and VanFlicke All that and more coming up right now... AIE NEWS The Great Merge has completed for Book of Heroes! Or at least, the first phase of such. There was a lot of shuffling going around with faces old and new meeting in the new guilds! There doesn't seem to be a need for limits on alts anymore, so if you'd like alts in the same guild, seems fine. Make sure and watch the forums as things develop!   AIE has now conquered all of the bosses in World of Warcraft MoP! The raid team “If Looks Could Kill” has taken down Lei Shen and is now currently working on heroic modes! We don't normally make these sorts of announcements, but a ‘AIE First' was worth a mention!   Yet another game has joined the AIE Family of being a drain on simply time, not time AND money. Rift has announced they are going Free to Play! Join your fellow guildies in the world of Telara and enjoy all the dynamic content they have to offer... for free!   There have been various threads that have gone up surrounding Nerdtacular this year, and it looks like someone has made a ‘roll call' that you can sign up on. Keep in mind, ALL of the information that is requested is completely optional, so feel free to share only what you would like to let folks know who you are and when yer coming!   Do you miss the big green wall of friendly text when you're in that realm called Real Life? Don't forget, AIE has a Jabber server! What's Jabber you say? Jabber is an instant messaging platform that you can use to chat with other AIE members while they also wait for that workday queue to time out. It's completely free, and best of all, you're already signed up! Jabber accounts are integrated into our UMAMI membership system, so all you have to do is find a Jabber client you like, such as Pidgen, iChat, Trillian, or about 300 other options, and sign in with your UMAMI account. For more details, check out the We now have Jabber thread in our forums   World of warcraft and DC comics are giving away free graphic novel previews for kindle and IOS users! So if you have been curious about the comics and want to check them out you give them a shot. They currently have previews up for pearl of pandaria, Dark riders, and bloodsworn.   For links to all of the news items we just mentioned, see our show notes at theaiepodcast.com   And now it's time to jump into AIE's adventures in Lord of the Rings Online...   GAME NEWS   Dux: Update 11 dropped - Treachery of the White Hand. 5 new areas (rolling hills now frozen, vast areas of tundra, along with flash frozen forests, lakes, everything). Saruman's hold over Rohan brings a chill to all - the chill effect. Mounted Combat changes Combat. On mounts. What is more awesome than that?!?!?! Removed the ‘mobility' elements of the tree and integrated parts of it in to the base warhorse itself.  Also reworked the trees to allow for more integration (synergy - ugh) with the character that rides it.  The goal is to make the transition of playing your character on foot doesn't seem so different to riding on horseback.   Apolas >Lalia's Market >Hobbit Gifts   Vanflicke >Housing upkeep and new foreclosure  - you can prepay your taxes/rent further in advance and it will hold for six months before going into escrow. >Changes to VIP (paid) vs. F2p or B2p - better experience bonus for VIPs >Spring Festival Spring Festival runs from May 21 to June 4th (only two weeks) this year. Lots of events in the Spring Festival, it seems like it gets busier every year.

We've got a new Guildie of the Moment, AIE's Big Birthday Bash, and Swagapalooza! All that and more coming up right now. This is the AIE Podcast. http://www.youtube.com/watch?v=Mpy3j61I75E AIE NEWS We have a new Guildie of the Moment! Everyone give a big three cheers to Enn! Many many great things have been said about Enn including: Enn has been a great asset to the SWTOR and TF2 community, and makes AIE a better place with his presence, He is always nice, cheerful and very helpful. I love seeing members putting in effort to make new members welcome. So three cheers for Enn our Guildie of the moment! Feel free to send congratulations on the forums, in game or even via steam! And remember if you know someone who deserves the spotlight let your officers know at officers@aie-guild.org! We love hearing about the great people who make our community shine! AIE's 6th Anniversary is next week, and ALL WEEK we're going to have events! Check out the forum post for all the details! Looks like: 2/10    Sunday Night:    LotRO  – Housewarming! 2/11   Monday Night:     SW:tOR  – Pelell's Pretentious PvP &Tantalizing Trivia Test 2/12   Tuesday Night:     GW2   -  Ralff's Slash and Burn thru Tyria 2/13   Wednesday Night: TSW   – 2/14   Thursday Night : Valentine's Day—with a Very Special AIE Podcast 2/15   Friday Night:         Rift  – Friday Night Rifts with Gypsygirl 2/16   Saturday Night: WoW -  Lanc's Progressive Dinner with Dessert in Stormwind. And speaking of the AIE Podcast, next week we will be giving away tons of swag to members of AIE to enter into our Swagapalooza givaway. The prizes aren't big dollar items, but what we lack in quality, we make up in quantity. 66 items are on the chopping block to give away, and one, or more, of them can be yours. To enter, go to the AIE forums and look for the Swagapalooza post. Raid on Amazing Jakes on Friday, Feb 9th in the Arizona area. The anniversary week might be next week, but that's not stopping these folks from having a good time before then! Check the forum post or meetup.com for details! Tynchal over in the AIE forums has thrown down the gauntlet! Apparently he found out he's older than Old Man Franks and wants to know “Am I the oldest guy here?” Tynchal who just celebrated his 69th birthday offers a challenge to the members of AIE to see if he is the true ‘old man' of AIE. http://forum.myextralife.com/topic/49028-irl-alea-iacta-est-age-challenge/ Book of Heroes AIE'rs, there have been a few slots opening up on various guilds. There is now going to be a requirement to have a VenanID to sign up, so that might prevent you from getting invited if you have not yet done so. I know there were a few slots available in a few different guilds, ranging from 0 might to 500, 1000 and 1800. Every 2 weeks we're cleaning out idle folks with 2 weeks or longer since last login. And with that, let's welcome this week's guests Sindrake and RattoZatto! GAME NEWS AIE:TSW doing very well since B2P conversion. TSW itself doing very well...increased sales and player activity Explain “restructuring”? Weekly Cabal Activities Monday Night Dungeons Wednesday Night Lairs Cthulhu Wednesdays Daily Nightmares AIE Anniversary Event Feb. 13th Guided Tour/Lore run of 1712 Fire “Running of the Beef” style run from Polaris Helicopter to Agartha Portal Dance party at the Crusades hosted by MrDusk and DJ Drake. CLOSE And that's our show for tonight, We want to thank Rattozatto and Sindrake for joining us, and our chat room for adding some great commentary! Next week we'll be talking to various members of AIE for the AIE birthday bash! Stay tuned, as we've got some great AIE member segments coming right up, including... Ask Miss Mulgra Alludra's Pets Hunter Talk Overly Dramatic News Hailing Frequencies But first, if you need to reach us, we can be found at... - Email: podcast@aie-guild.org - Twitter @aiepodcast, @shownotfound @acuzod @alludra_aie - Guest Twitter: @rattozatto, @ratboyo