June 5, 2025 • 40 mins
Episode 107 Emotional Marketing: The Missing Ingredient for Business Growth with Gee Ranasinha Frederick Dudek (Freddy D) Copyright 2025 Prosperous Ventures, LLC
Gee Ranasinha, the CEO of Kexino, joins us to share some golden nuggets about the real essence of marketing in today's world. With a career that dates back to the days of dial-up internet, Gee emphasizes that much of modern marketing misses the mark, focusing too heavily on tactics without a solid strategic foundation.
He dives deep into why understanding buyer behavior is crucial, especially in this age dominated by AI. Gee's perspective is refreshing: it’s not about the latest tech but about crafting messages that resonate emotionally with potential customers. If you're ready to rethink your marketing approach and want to know how to truly engage your audience, then this conversation is a must-listen.
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In an era dominated by technology, Gee Ranasinha reminds us of the timeless power of emotional connection in marketing. As the CEO of Kexino, G brings a wealth of experience that spans decades and continents, having worked with over 400 startups worldwide. His journey from the early days of digital marketing to the present highlights a significant shift: while technology has enabled greater reach and efficiency, it has often come at the cost of creativity and emotional depth in messaging.
During the episode, Gee articulates the necessity of integrating behavioral science into marketing strategies, as understanding buyer behavior is more critical than ever. He challenges the notion that marketing is merely about promotion and tech, asserting that it’s about creating memorable experiences that resonate emotionally with consumers. This episode serves as a crucial reminder that in a crowded marketplace, it’s not just about getting attention; it’s about crafting messages that truly matter to your audience.
Gee’s no-nonsense approach provides actionable insights for marketers aiming to elevate their game and foster genuine relationships with their customers.
Takeaways:
- Gee Ranasinha emphasizes the importance of emotional resonance in marketing messages, stating that emotional connections make messages unforgettable.
- In our chat, we learned that many marketing strategies today miss the mark by focusing too much on tactics instead of strategic alignment with business goals.
- Gee believes that understanding buyer behavior is critical, especially in an increasingly AI-driven marketing landscape where personalization is key.
- Kexino's approach integrates behavioral science into marketing strategies, enhancing the emotional appeal and effectiveness of branding efforts.
- Gee's journey from traditional photography to leading a marketing agency highlights the evolution of marketing practices over the last two decades.
- The conversation points to a growing disconnect between marketing agencies and businesses, where agencies often prioritize execution over strategic insights that drive real results.
Links referenced in this episode:
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(02:35):
Hey, super fans. SuperstarFreddy D. Here in this episode, number
107, we're joined by G.Ranushina, a true marketing veteran
whose journey started way backin the era of dial up Internet and
those iconic AOL CDs. Today, Gis the CEO of Caxino, an award winning
(02:55):
marketing agency andbehavioral science practice that's
helped over 400 startups andsmall businesses in more than 20
countries build awareness,earn trust and most importantly,
drive sales. He's not just apractitioner, he's a pro. Gee is
a fellow of the CharteredInstitute of Marketing and a visiting
(03:16):
clinical professor of twobusiness schools, bringing a powerful
blend of real world experienceand the academic insight to the table.
In our conversation, G unpackswhy so much of today's marketing
completely misses the mark.Why strategy doesn't always come
from tactics, and howunderstanding buyer behavior has
(03:38):
never been more critical,especially in an AI world. If you're
ready for a fresh, no nonsensetake on what it really takes to move
the marketing needle, thisone's for you. Let's dive in.
Hey, Freddie D. Here withanother episode of the Business Superfans
podcast show. We're superexcited to have Gee with Caxino joining
(03:58):
us today. Welcome, G.
Thank you very much forinviting me. I do appreciate it.
Delighted to be invited.
So we're excited to have youand we had a great chat before we
started recording and kind ofsurprised you that I was originally
from France. It was a greatconversation beforehand. Let's continue
that conversation here whilewe're recording. And tell me a little
(04:20):
bit about how did this Caxinoname come about?
Name actually came about fromvery simply. We knew right at the
beginning when we started theagency that we were going to be multicultural
and international. So weneeded name that was short. One of
(04:41):
us wanted X because it'smemorable and allows certain amount
of artistic interpretationwhen we start looking at design cues
and distinctive brand assetsand that sort of thing. And we also
wanted to find something thatdidn't mean your mother is a table
(05:01):
in Swahili or something.Right. Something that was totally
abstract. So after lots ofhumming it out, lots of suggestions,
didn't hit the spot. Wesettled on Kixila. Oh, obviously
we had to. One of the othercriteria was we needed to find the
Del Reyna was available.
In today's world, that'sreally important and challenging.
(05:23):
That's really important. Andwe wanted a.com because you know.com's
where it's at, isn't it? Atthe end today, if you're settling
For a non tld that's not a dotcom, then you wish you had a dot
com.
Yeah, I totally agree. Iremember years ago I would spend
hours on a marker board tryingto come up with names for companies
that I've owned in the past. Icame up with phonetic spelling and
(05:45):
a multitude of differenttricks and approaches. Sometimes
it would take more than justhours, it would take a few days because
then you'd look at it. Itstill wasn't right. Regrettably,
I didn't keep some of thosedomain names. They're probably worth
some money today, but goingbackwards. So tell us a little bit
(06:07):
about your backstory. How didyou get started in marketing? And
before we started recording wetalked about the good old AOL days
for dial up Internet. You andI go back a long way in this space.
I actually started inproduction to be an advertising photographer
way back in the days of film.This was before digital image capture.
(06:28):
I was primarily a studiophotographer using 4 by 5 and 8 by
10 sheet film cameras. That'swhere I started. After some time
we were pretty successful. Weat the end there were about four
of us and we were turningover, you know, eight figure revenue.
(06:50):
I mean it was pretty good fora while. Then I got drafted into
getting involved with digitalimage capture right at the very leading
edge, working with some veryinnovative and forward thinking organizations
who were very knowledgeablebut didn't have the photographic
(07:13):
chops to actually understandsome important criteria from a photography
aspect would influence abuying decision from their products.
So I was more like an advisorconsultant for those guys, which
we did for a while. Then Imade another jump to a distribution
(07:34):
company which as well asselling these professional grade
digital image capture systemswhich in the day you'd be looking
at about 50 grand just for thedigital back which slotted onto your
conventional camera. And thiswas in the days when 50 grand was
a lot of money. Some of theother products in this company's
(07:58):
portfolio was a softwareproduct which was again pretty innovative.
There wasn't really somethingto compare it with. And so it got
me into software from the premedia printing and publishing areas.
So once an image had beencaptured either with film or digitally
(08:24):
to understand the process ofwhat happened to that image up until
it got to print, but thenbecame other types of media channels
which then got me to the pointwhere I got headhunted to be CMO
of a software company, which Idid for seven years. Clients were
(08:46):
people like Airbus, Marvel,ikea, some pretty big names. After
that we grew the companypretty well. The Business was in
the right place at the righttime for growth. It still was a small
company. So I realized I wastreading water for the last year
or two while I was there. So Ineeded to make a change. As a cmo,
(09:11):
you're always entertainingmarketing agencies to give pitches
for the contract. But I wasshocked that no matter who we got
in, the agencies were veryinterested in all the tactical stuff,
all the execution based stuff.Right. You know, websites, videos,
(09:35):
events, brochures, all thatstuff. But they weren't really looking
very deeply from a strategicstandpoint about how to align the
needs of the marketingdepartment to fulfill the needs of
the business as a whole. Theyweren't taking any real fiduciary
(09:57):
responsibility over what theywere putting together. So they'd
come up with these fantasticalplans and if they didn't hit the
target, they'd say, okay, fairenough, let's wipe the whiteboard
down and start again. Ithought that was a bit mad, really.
It's a bit mental. As you'llremember, there was a number of elements
(10:20):
of coming together which sortof formed like a perfect storm. Right.
Broadband Internet becameaffordable for non techies, civilians
if you like. The iPhone hadjust come out heralding what smartphones
ended up doing for us and wewere just starting to leverage the
(10:40):
power of the Internet toinfluence our day to day lives. It
wasn't something that waslocked away in a lab somewhere. The
thing is that at the time, thebusinesses that were taking advantage
of what the Internet could bewere obviously the big guys with
(11:03):
the deeper pockets andseemingly endless resources.
Yeah, I mean I remember doingonline banking in a 90s. Before the
late 90s, I was in charge ofglobal sales and marketing for a
software company in Arizona. Iredid their web page because it was
horrible in Microsoft frontpage. And that started a side gig
(11:24):
for me because the resellerssaid hey, who did the website? I
said I did. And it got me alittle side gig of doing some websites
for the distributors. Backthen it was still cowboy days for
lack of a better way ofwording it, but an accurate way.
Nobody was really leveragingit to where you were talking about
(11:44):
before of really not justmarketing pieces, but putting it
together as a completestrategy for a business.
I first felt that small tomedium sized businesses were at a
disadvantage and I thoughtthere was an opportunity for a marketing
resource aimed specifically atat small to medium sized businesses
(12:07):
and startups that could helpthem leverage the power of online
engagements. We did duediligence and couldn't find a marketing
agency that took that kind ofapproach. So January 2008 I resigned
my comfortable corporate jobwith all its trappings like international
travel and company BMW andexpense accounts and all that sort
(12:30):
of stuff. And we launched2008, which as you'll recall was
probably not the best time tostart a marketing agency, any business.
Not the best business decisionI've ever made, but with not a small
amount of luck. And thesupporters fantastic clients, we
weathered the storm of thepost boom recession. Years later
(12:50):
here We've grown to 19 peoplein nine countries, helped over 400
clients, marketing strategies,branding, design, websites, most
importantly get it from aBehavioral Science aspect. So what
our differentiation, if youlike, is that we apply behavioral
(13:12):
science thinking into a lot ofthe strategic and tactical execution
to focus on the emotionalresonance of our messaging, to optimize
to our ideal customer profile,our icp. And that's us.
Interesting story. You knowwhat a broad background you bring
(13:36):
to the equation from all thedifferent roles you've participated
in to where you are today.You're really hitting a point that
when leveraging behavioralscience into marketing, people buy
emotionally but they justifyit logically. What you're doing with
the messaging is helping pullpeople in. The fact that you started
(13:57):
in 2008 and had clients that Ibelieved in you and came on board,
those are what I would callsuperfans die hard business advocates
that champion your brand andpromote it everywhere. Super fans
is a cooler name than brandadvocates and that's what carried
you through, propelled you tothe next level. Look at where you
(14:18):
are 17 years later.
I think it's an easiernarrative to accept, especially if
you're a business owner, afounder CEO type business owner.
Sweeping generalization here.But we have to make sweeping generalizations
to make sense of anything.Many founder CEOs have an inherent
(14:41):
I don't know if distrust isthe right word, but certainly they
are wary of of marketing as acore competency for use within the
business because of what theyhave heard of marketing. Maybe they've
had their fingers burnt in thepast, but also as marketers, we often
(15:04):
don't do ourselves favors. Wechoose to articulate what we do and
how we're effective by usingwords and phrases which don't really
align with people who are notwithin the marketing world. Marketing
(15:26):
101 is know your audience andadapt your message accordingly. I
don't think we do that verywell because to simplify things to
the point where we believe themagic, the skill competence of our
(15:47):
industry is obfuscated topeople who are not working within
that industry. So we choose tocomplicate befuddle. And I don't
think that does anybody any good.
I can relate. One of thethings I did when I took the manufacturing
(16:07):
product, I've used a littlebit of a different approach. And
that was back then, late 90s,there was no real Internet online
stuff, so it was a lot ofmagazines. So I went out and flew
out to editors that werelooking for content for their publications
and would demonstrate and talkabout how this knowledge. I still
(16:29):
have the brochures and stuffof the product. But we coined the
term machining intelligenceback in the late 90s. It was a relational
database for milling machinesand wire edms in the manufacturing
space. We got these editors tostart writing articles on how this
type of technology wastransformative. And so I ended up
(16:51):
getting a third party that wasin the space targeting their audience
to write an article, whichgave me credibility and gave our
product credibility. Andthat's how I grew that particular
product. And to bring that upbecause of the things you're talking
about. Yes, you're absolutelycorrect. We had talked to different
marketing agencies and none ofthem were really understanding what
(17:13):
we were trying to do. I cameup with an idea talking to some people,
and I'm still friends with oneof the marketing guys that we collaborated
on. We came up with themachine intelligence name and said,
hey, start going topublications and start getting them
to endorse the product. Andthat completely changed the game
because we were talking to theaudience through a third party that
(17:36):
was giving us credibility.
It was content marketingbefore they had a name for it.
Yes.
Yeah, absolutely. It's a verybasic, solid, foundational channel
of communication. It's alwaysbetter to have other people extolling
(17:58):
the virtues of your brand thanit is for you, whether that's customers,
the industry. You'reautomatically more likely to trust
someone who's perceived asbeing unbiased.
Right.
We don't believe what brandstell us anymore.
Right.
I don't think we ever did. Inthe old days, we didn't have enough
(18:22):
information to debase some ofthese claims, and now we do. And
I think that's another reasonwhy so many businesses are floundering
at the moment. Because theydon't have any more tools in their
box and they don't know how toattract and convey the right kind
(18:49):
of information tailored to theparticular target or buyer in a way
that comes across as beingreal, authentic, genuine, truly informational,
educational, maybe evenentertaining along the way, who knows?
(19:10):
But something that cutsthrough and that's the essential
part. That's what so much ofmarketing is missing today. The memorability,
the ability for it to beremembered. What we've done over
the last 20 years, which hasaccelerated over the last 10, 15
(19:31):
years, is we've usedtechnology and software to scale
and automate the production ofour marketing. Along the way, we've
exorcised much of thecreativity of the campaigns out of
it to the point where we'vegot something efficient, low cost,
(20:00):
but ineffective. If you lookat this year, globally marketing
and advertising industry isset to spend $1.6 trillion, the highest
ever. We're spending more andmore on marketing and advertising
(20:20):
and getting lower and lowerresults. Even though we've got all
this marketing technology andtags, customer audience profiles
and AI and goodness knowswhatever else we've got done. So
how can that be? The reason isbecause emotional component of any
(20:44):
memorable message is eitherhidden or not there at all. Look
at your own experience. If youlook at two pieces of marketing from
two different businesses whoare competitors, especially in the
online space, but not solelydigital. If you cover that the logo
(21:06):
of each one, the actualcontent could be interchangeable
between those two brands, Iwould totally agree. And that's because
if you're a buyer and you'relooking for distinctiveness and some
kind of differentiation so youcan remember the particular brand
(21:27):
at the point of purchase,don't forget 99% of the messaging
you see is going to peoplethat aren't ready to buy at that
exact moment in time thatthey're seeing your messaging. Right.
So we have to rely on beingremarkable. Now, by remarkable about
don't mean wow, remarkable inliteral sense, to be remarked upon,
(21:51):
to create a narrative in thebrain of the potential buyer so that
when they are in marketslooking to buy, we are one of that
limited selection of vendorsthey think of when they're looking
to buy, which is all marketingcan ever do. So you can think of
it as SEO for your brain.
(22:11):
Yep.
Okay. It's just trying to putthat in the head of the potential
buyer.
Well, let me go further thanthat. And that's where I talk about
the creation of superfans.Because having been both in sales
and marketing for decades, thetransaction and the sale really happen
after the paperwork becausethat's really the experience. You
(22:37):
know, marketing is to attractand get the person in there. But
once they're in, that's whenthey really become a customer. The
sale is all the back endstuff, the onboarding, the utilization
of the product or service tosoftware and really transforming.
I really believe that's whatpropelled my success on a global
(22:57):
scale. My whole ecosystem ofcustomers, contractors, suppliers,
distributors and complementarybusinesses were what I call fans.
They were promoting me, theywere talking me up. And when you
get that momentum going,that's how you really differentiate
(23:19):
yourself in today's world.It's blending back old school ways
of good old word of mouth.Today, when we go to a restaurant,
we pull up our smartphones,look at the reviews, what are people
saying about it? That's howit's all done today. Beyond what
you guys are doing to targetthe ideal audience, you got to get
that audience to champion you,to help propel it to the next level.
(23:46):
Which I think only reallyhappens after they've had an experience
with your brand. Right.Because then they can talk, then
they can talk from a positionof experience. Because what you're
talking about is branding.Right. Branding is. I think this
is Jeff Bezos who said,branding is what people say when
you're not in the room. Right,right. Branding is very important,
(24:08):
especially industries wherecompetitors are very closely aligned
and it's difficult to separatethe features, advantages of benefits
of one vendor from another.What scores above anything else is
perception of brand. It helpselevate a business away from having
(24:31):
to differentiate by a metricthat the customer can understand
outside of what thecompetition are doing, which often
is price based.
Right.
And as we know, once you startdifferentiating yourself on price,
that's only going onedirection and that, that's a race
(24:53):
that you do not want to win.
Yeah. Because when I wasselling manufacturing software and
other technologies that Isold, I would get referred by a superfan
to somebody else and pricingwas no longer part of the conversation.
They'd say, Jack says, I needto get this. What's it cost? How
fast can you get it? Here?That was the end of the deal. That
was it. The transaction wasdone because of that.
(25:16):
The testimonials. Yeah. Thetestimony has spoken for them. The
uncertainty of navigatingthrough an industry where you may
not be familiar with the keyplayers has been removed because
you've been able to get to apoint of reference through a referral
(25:37):
and having that trust. Becausebefore people would buy from you,
they need to know of you.Right, right. So by having that reputation,
by having that referral, it'sput you to the top of the list. Now
it's up to you to stay at thetop of the list.
And so other conversations.
(25:57):
But you know, attention is.Nowadays attention's not the issue.
I don't think attention's theissue. It's easy to make a big noise
and get eyeballs. That's notthe problem. The problem is coming
up with a piece ofcommunication that informs, entertains,
educates, whatever it needs todo with a message that can then inspire
(26:22):
action. And you need to havethose three elements in place for
any marketing to be what we'dcall effective. And much of it isn't.
You have something, please,that grabs the attention.
Restate for our listeners.
Capturing somebody'sattention, the communication, the
(26:43):
actual message of the reasonwhy you're attracting their attention,
and then the action you wantthem to take as a result. Unless
those three elements arespelled out very, very clearly, the
chances of that particularpiece of marketing being very effective
(27:04):
is going to be very low. Muchof what we see with marketing today
is taking one, possibly two,but not three of those elements together.
I said attention's easy. Okay,getting eyeballs is easy. But saying
something that is memorablehas an emotional as well as a logical
(27:30):
pragmatic component to it. Tobe able to form those memory structures
in the brain is far too rare.Look at the way the human mind works
is reliant upon emotion tosecure strong memory structures.
You look at any memorableevent in your life at snapshots.
(27:53):
I look at it as I call itsnapshots. You got snapshots of things
that you happen in memories.
And all of those memories, I'dwager the strongest memories that
you've had in your life thusfar have been underpinned by an emotional
reaction. Happiness, maybesadness, maybe anger, maybe grief,
(28:15):
maybe whatever. It'sunderpinned by a very strong emotion.
Look how sometimes you can bewalking down the street or in a strange
place and you suddenly get asmell which instantly transforms
you back 10, 20, 50 years inthe past. It evokes a very strong
(28:37):
emotional reaction. Right,because that's how memory structures
are formed. Yes, you needinformation. You need pragmatism,
logic, and rationality. Butit's nothing without having an emotional
reaction to underpin all ofthat. Otherwise, it is easily forgotten.
(28:59):
And we're not doing thatanymore. And this is the reason why
so much of our marketing isfailing to hit its target. And we're
blaming the tools rather thanthe people who simply aren't doing
their jobs.
I would agree with that.
The reason why they're notdoing their jobs is because they
don't know how to do theirjobs. Because people conflate marketing
(29:19):
with promotion. They thinkmarketing is ads and videos and podcasts
and websites and stress ballsand events and Brochures. Right.
Which is all tactical. It'sall promotional stuff. Nobody's thinking
about customer research andsegmentation, targeting, positioning,
(29:39):
and all of the stuff thathappens. The nine tenths of the iceberg
that are under the waterlinethat normal people don't see.
Right.
As an output from marketing,nor would they.
No. Right.
There's no reason for them tosee it.
Let me share something thatcontributes to that. In 2009, I was
helping a bathroom remodelerin Chicago with digital marketing
(30:01):
and sales. I never really soldconstruction before, but I owned
apartment buildings in thepast. Ended up getting a referral
for a guy looking to get hiskitchen remodel. I'm bringing this
up because it's a story, and Icreated a vision for him of what
his place would look like. Andwe talked about the kitchen, and
(30:24):
then we start talking, well,if we do this, this is how the living
room's gonna look. And ifyou're gonna do this, this is gonna
be the bathroom, and this isgonna be the bedroom. And all of
a sudden, the thing that gothim excited was he was looking at
a whole different place. Iended up selling a $140,000 remodeling
project. I know how to sell,but the point was, I didn't sell.
(30:48):
I got a story in his head,which is exactly what you're really
talking about is throughdigital marketing, I created a vision
where he visualized somethinghimself, and he ended up buying.
I wasn't selling anymore. Whatyou're doing is similar. You're getting
somebody to buy because theyresonate with it emotionally.
(31:10):
What you're doing is, ispainting a picture where they have
to fill in the dotsthemselves. And by doing that, it's
your idea anymore. It's their idea.
So let's talk about how youmanage your team and all the different
countries that you're in. Howdo you work with all the multicultural
(31:33):
challenges, beliefs,languages, and all that stuff?
The cultures aren't actuallyvery different. We're 19 people in
nine countries. Nine of us arein the U.S. the rest are in Europe,
Japan, and I have two peoplein Australia. And we've been in a
(31:57):
distributed workingenvironment since day one in 2008.
It was a pretty bold move. Andthere weren't many agencies setting
themselves up in a remoteworking environment at the time.
It was quite daring. And we dofind our way in terms of how best
(32:20):
to communicate and also buildculturally within the organization,
since you don't have thosewatercolor moments when you're 20,000
miles away from each Other onething we do is yearly kickoff meetings
to non cultural aspect of theorganization to get a bit crazy with
(32:41):
people you're working withevery day. But you don't see in real
life. It's not for everyone.And we've tried very hard on board
certain people where thissomething that they embrace. The
level of self disciplinerequired is very strong to be effective
(33:03):
in the role. You have to havean entrepreneurial mindset about
how you do your work everyday. We tried lots of things. There
was one particular person Ireally wanted to work with. She was
fantastic. Adapting this newway of working was totally alien
to one of the guys suggested avideo chat open the entire organization
(33:30):
bearing in mind that differentpeople are working different hours.
And it would be like that fora week. The video chat was on. You
saw your peers.
Yeah.
Working or getting up, give mecoffee, whatever as a proxy for being
(33:51):
in a room together. And Ithink it helped her but ultimately
it just wasn't enough for her.Unfortunately she left. It's not
for everyone. It also offers acertain amount of freedom. Especially
when we've got a couple ofsoftware developers who they're both
in the US don't workconventional US working hours. They
(34:14):
do some crazy working hours,but I don't care. Right. We work
in an agile methodology onsprints. We have deadlines and scopes.
You do what you got to do toget to where you got to get to.
And. And as long as it's donewhen we say it's going to be done,
I don't care how we get there.
Yep.
You want to start work at 4 inthe morning and finish at 3. Go for
(34:36):
it. You want to start at 3 inthe afternoon and finish at 4 in
the morning. Go for it. Idon't care. It doesn't really matter.
That's the difference betweena good leader and a bad leader. A
good leader really believes intheir team and empowers your team
versus someone that dictatesand says no. These are the hours.
This is what you got to do andthis is how you get a report. You're
not leveraging your peoplethat well. What you're doing is really
(34:58):
leveraging people because it'sreally about the outcome.
By getting out of their way,isn't it?
Yep.
Letting them do what they needto do and taking away anything that
gets in their way.
That's a leader.
That's. That's what my job is.Get them out of the way. We've had
very, very low staff churn in17 years. I think we lost two in
(35:23):
17 years. These are people whoI've known apart from three even
before we started the agency.So these are people who I would trust
with my business life. We hada working relationship at a certain
point in time. That's carriedover. That's not the case for everyone,
of course, but you veryquickly know whether somebody's going
(35:46):
to be a good fit or not byworking on a project. The environment
and the remote. Working, yeah,Takes some getting used to. But in
terms of work ethic, attentionto detail and communication and dealing
with clients, there's no bookto read, there's no training course
to take. Okay. This issomething that is implicit within
(36:09):
the human being. If youhaven't got it, then go off and flip
burgers or follow your dreamor do whatever you need to do. Those
sorts of things can't betaught. I don't think anybody in
a marketing role can be aseffective a marketer as they could
(36:31):
otherwise be if they've neverworked in sales. I don't think you
can do a good enough jobunless you've worked in sales.
They're intertwined now.They're really intertwined.
Even working behind a bar orin a clothes store. Right. Doesn't
matter. But I think until youcan actually understand how the way
(36:54):
you speak and present thingscan influence the outcome of a situation,
I don't think you can reallyapply the level of engagement that
you could have otherwiseapplied potentially in a marketing
environment.
Don't think I agree with that.So as we come close to the end here,
(37:16):
how can people find you?
Best place to find me, to behonest, is LinkedIn. That's where
I spend most of my time.There's only one G run Ascena on
LinkedIn, would you believe?Amazingly so. It's quite easy to
find me. I post two or threetimes a week, one minute videos about
the sorts of things that we'vebeen talking about today or things
(37:39):
that have wound me up thatweek or got me rattled, whatever.
LinkedIn is probably the bestway to get hold of me. Otherwise,
the agency, Kexino, isK-E-Xino.com simple as that.
Absolutely have all theinformation. So, gee, it's been a
pleasure having you on theBusiness Superfans podcast. Great
(38:00):
conversation. I can tell wecould probably spend hours on this
subject because we both have astrong background in it and that
makes it fun and engaging.Thank you so much for your time.
We look forward to having youon the show.
It's been a pleasure. Thank you.
Cheers.
Hey, super fans. SuperstarFreddie D. Here before we wrap, here's
(38:22):
your three A playbook powermove to attract ideal clients, turn
them into advocates, andaccelerate your business success.
Here's the top insight fromtoday's episode. Your marketing doesn't
need more tech. It needs moreemotion, because only emotional renaissance
makes your messageunforgettable and inspired. So here's
(38:43):
your business growth actionstep. Audit your last five marketing
messages and rewrite each oneto stir a specific emotion that your
ideal client feels before theybuy. If today's conversation sparked
an idea for you, or you knowof a fellow business leader who could
benefit, share it with them,support the show with the donation,
(39:05):
and grab the full breakdown inthe show notes. Let's accelerate
together and start creatingbusiness superfans who champion your
your brand.
Hey, super fans. SuperstarFreddy D. Here in this episode, number
107, we're joined by G.Ranushina, a true marketing veteran
whose journey started way backin the era of dial up Internet and
those iconic AOL CDs. Today, Gis the CEO of Caxino, an award winning
(02:55):
marketing agency andbehavioral science practice that's
helped over 400 startups andsmall businesses in more than 20
countries build awareness,earn trust and most importantly,
drive sales. He's not just apractitioner, he's a pro. Gee is
a fellow of the CharteredInstitute of Marketing and a visiting
(03:16):
clinical professor of twobusiness schools, bringing a powerful
blend of real world experienceand the academic insight to the table.
In our conversation, G unpackswhy so much of today's marketing
completely misses the mark.Why strategy doesn't always come
from tactics, and howunderstanding buyer behavior has
(03:38):
never been more critical,especially in an AI world. If you're
ready for a fresh, no nonsensetake on what it really takes to move
the marketing needle, thisone's for you. Let's dive in.
Hey, Freddie D. Here withanother episode of the Business Superfans
podcast show. We're superexcited to have Gee with Caxino joining
(03:58):
us today. Welcome, G.
Thank you very much forinviting me. I do appreciate it.
Delighted to be invited.
So we're excited to have youand we had a great chat before we
started recording and kind ofsurprised you that I was originally
from France. It was a greatconversation beforehand. Let's continue
that conversation here whilewe're recording. And tell me a little
(04:20):
bit about how did this Caxinoname come about?
Name actually came about fromvery simply. We knew right at the
beginning when we started theagency that we were going to be multicultural
and international. So weneeded name that was short. One of
(04:41):
us wanted X because it'smemorable and allows certain amount
of artistic interpretationwhen we start looking at design cues
and distinctive brand assetsand that sort of thing. And we also
wanted to find something thatdidn't mean your mother is a table
(05:01):
in Swahili or something.Right. Something that was totally
abstract. So after lots ofhumming it out, lots of suggestions,
didn't hit the spot. Wesettled on Kixila. Oh, obviously
we had to. One of the othercriteria was we needed to find the
Del Reyna was available.
In today's world, that'sreally important and challenging.
(05:23):
That's really important. Andwe wanted a.com because you know.com's
where it's at, isn't it? Atthe end today, if you're settling
For a non tld that's not a dotcom, then you wish you had a dot
com.
Yeah, I totally agree. Iremember years ago I would spend
hours on a marker board tryingto come up with names for companies
that I've owned in the past. Icame up with phonetic spelling and
(05:45):
a multitude of differenttricks and approaches. Sometimes
it would take more than justhours, it would take a few days because
then you'd look at it. Itstill wasn't right. Regrettably,
I didn't keep some of thosedomain names. They're probably worth
some money today, but goingbackwards. So tell us a little bit
(06:07):
about your backstory. How didyou get started in marketing? And
before we started recording wetalked about the good old AOL days
for dial up Internet. You andI go back a long way in this space.
I actually started inproduction to be an advertising photographer
way back in the days of film.This was before digital image capture.
(06:28):
I was primarily a studiophotographer using 4 by 5 and 8 by
10 sheet film cameras. That'swhere I started. After some time
we were pretty successful. Weat the end there were about four
of us and we were turningover, you know, eight figure revenue.
(06:50):
I mean it was pretty good fora while. Then I got drafted into
getting involved with digitalimage capture right at the very leading
edge, working with some veryinnovative and forward thinking organizations
who were very knowledgeablebut didn't have the photographic
(07:13):
chops to actually understandsome important criteria from a photography
aspect would influence abuying decision from their products.
So I was more like an advisorconsultant for those guys, which
we did for a while. Then Imade another jump to a distribution
(07:34):
company which as well asselling these professional grade
digital image capture systemswhich in the day you'd be looking
at about 50 grand just for thedigital back which slotted onto your
conventional camera. And thiswas in the days when 50 grand was
a lot of money. Some of theother products in this company's
(07:58):
portfolio was a softwareproduct which was again pretty innovative.
There wasn't really somethingto compare it with. And so it got
me into software from the premedia printing and publishing areas.
So once an image had beencaptured either with film or digitally
(08:24):
to understand the process ofwhat happened to that image up until
it got to print, but thenbecame other types of media channels
which then got me to the pointwhere I got headhunted to be CMO
of a software company, which Idid for seven years. Clients were
(08:46):
people like Airbus, Marvel,ikea, some pretty big names. After
that we grew the companypretty well. The Business was in
the right place at the righttime for growth. It still was a small
company. So I realized I wastreading water for the last year
or two while I was there. So Ineeded to make a change. As a cmo,
(09:11):
you're always entertainingmarketing agencies to give pitches
for the contract. But I wasshocked that no matter who we got
in, the agencies were veryinterested in all the tactical stuff,
all the execution based stuff.Right. You know, websites, videos,
(09:35):
events, brochures, all thatstuff. But they weren't really looking
very deeply from a strategicstandpoint about how to align the
needs of the marketingdepartment to fulfill the needs of
the business as a whole. Theyweren't taking any real fiduciary
(09:57):
responsibility over what theywere putting together. So they'd
come up with these fantasticalplans and if they didn't hit the
target, they'd say, okay, fairenough, let's wipe the whiteboard
down and start again. Ithought that was a bit mad, really.
It's a bit mental. As you'llremember, there was a number of elements
(10:20):
of coming together which sortof formed like a perfect storm. Right.
Broadband Internet becameaffordable for non techies, civilians
if you like. The iPhone hadjust come out heralding what smartphones
ended up doing for us and wewere just starting to leverage the
(10:40):
power of the Internet toinfluence our day to day lives. It
wasn't something that waslocked away in a lab somewhere. The
thing is that at the time, thebusinesses that were taking advantage
of what the Internet could bewere obviously the big guys with
(11:03):
the deeper pockets andseemingly endless resources.
Yeah, I mean I remember doingonline banking in a 90s. Before the
late 90s, I was in charge ofglobal sales and marketing for a
software company in Arizona. Iredid their web page because it was
horrible in Microsoft frontpage. And that started a side gig
(11:24):
for me because the resellerssaid hey, who did the website? I
said I did. And it got me alittle side gig of doing some websites
for the distributors. Backthen it was still cowboy days for
lack of a better way ofwording it, but an accurate way.
Nobody was really leveragingit to where you were talking about
(11:44):
before of really not justmarketing pieces, but putting it
together as a completestrategy for a business.
I first felt that small tomedium sized businesses were at a
disadvantage and I thoughtthere was an opportunity for a marketing
resource aimed specifically atat small to medium sized businesses
(12:07):
and startups that could helpthem leverage the power of online
engagements. We did duediligence and couldn't find a marketing
agency that took that kind ofapproach. So January 2008 I resigned
my comfortable corporate jobwith all its trappings like international
travel and company BMW andexpense accounts and all that sort
(12:30):
of stuff. And we launched2008, which as you'll recall was
probably not the best time tostart a marketing agency, any business.
Not the best business decisionI've ever made, but with not a small
amount of luck. And thesupporters fantastic clients, we
weathered the storm of thepost boom recession. Years later
(12:50):
here We've grown to 19 peoplein nine countries, helped over 400
clients, marketing strategies,branding, design, websites, most
importantly get it from aBehavioral Science aspect. So what
our differentiation, if youlike, is that we apply behavioral
(13:12):
science thinking into a lot ofthe strategic and tactical execution
to focus on the emotionalresonance of our messaging, to optimize
to our ideal customer profile,our icp. And that's us.
Interesting story. You knowwhat a broad background you bring
(13:36):
to the equation from all thedifferent roles you've participated
in to where you are today.You're really hitting a point that
when leveraging behavioralscience into marketing, people buy
emotionally but they justifyit logically. What you're doing with
the messaging is helping pullpeople in. The fact that you started
(13:57):
in 2008 and had clients that Ibelieved in you and came on board,
those are what I would callsuperfans die hard business advocates
that champion your brand andpromote it everywhere. Super fans
is a cooler name than brandadvocates and that's what carried
you through, propelled you tothe next level. Look at where you
(14:18):
are 17 years later.
I think it's an easiernarrative to accept, especially if
you're a business owner, afounder CEO type business owner.
Sweeping generalization here.But we have to make sweeping generalizations
to make sense of anything.Many founder CEOs have an inherent
(14:41):
I don't know if distrust isthe right word, but certainly they
are wary of of marketing as acore competency for use within the
business because of what theyhave heard of marketing. Maybe they've
had their fingers burnt in thepast, but also as marketers, we often
(15:04):
don't do ourselves favors. Wechoose to articulate what we do and
how we're effective by usingwords and phrases which don't really
align with people who are notwithin the marketing world. Marketing
(15:26):
101 is know your audience andadapt your message accordingly. I
don't think we do that verywell because to simplify things to
the point where we believe themagic, the skill competence of our
(15:47):
industry is obfuscated topeople who are not working within
that industry. So we choose tocomplicate befuddle. And I don't
think that does anybody any good.
I can relate. One of thethings I did when I took the manufacturing
(16:07):
product, I've used a littlebit of a different approach. And
that was back then, late 90s,there was no real Internet online
stuff, so it was a lot ofmagazines. So I went out and flew
out to editors that werelooking for content for their publications
and would demonstrate and talkabout how this knowledge. I still
(16:29):
have the brochures and stuffof the product. But we coined the
term machining intelligenceback in the late 90s. It was a relational
database for milling machinesand wire edms in the manufacturing
space. We got these editors tostart writing articles on how this
type of technology wastransformative. And so I ended up
(16:51):
getting a third party that wasin the space targeting their audience
to write an article, whichgave me credibility and gave our
product credibility. Andthat's how I grew that particular
product. And to bring that upbecause of the things you're talking
about. Yes, you're absolutelycorrect. We had talked to different
marketing agencies and none ofthem were really understanding what
(17:13):
we were trying to do. I cameup with an idea talking to some people,
and I'm still friends with oneof the marketing guys that we collaborated
on. We came up with themachine intelligence name and said,
hey, start going topublications and start getting them
to endorse the product. Andthat completely changed the game
because we were talking to theaudience through a third party that
(17:36):
was giving us credibility.
It was content marketingbefore they had a name for it.
Yes.
Yeah, absolutely. It's a verybasic, solid, foundational channel
of communication. It's alwaysbetter to have other people extolling
(17:58):
the virtues of your brand thanit is for you, whether that's customers,
the industry. You'reautomatically more likely to trust
someone who's perceived asbeing unbiased.
Right.
We don't believe what brandstell us anymore.
Right.
I don't think we ever did. Inthe old days, we didn't have enough
(18:22):
information to debase some ofthese claims, and now we do. And
I think that's another reasonwhy so many businesses are floundering
at the moment. Because theydon't have any more tools in their
box and they don't know how toattract and convey the right kind
(18:49):
of information tailored to theparticular target or buyer in a way
that comes across as beingreal, authentic, genuine, truly informational,
educational, maybe evenentertaining along the way, who knows?
(19:10):
But something that cutsthrough and that's the essential
part. That's what so much ofmarketing is missing today. The memorability,
the ability for it to beremembered. What we've done over
the last 20 years, which hasaccelerated over the last 10, 15
(19:31):
years, is we've usedtechnology and software to scale
and automate the production ofour marketing. Along the way, we've
exorcised much of thecreativity of the campaigns out of
it to the point where we'vegot something efficient, low cost,
(20:00):
but ineffective. If you lookat this year, globally marketing
and advertising industry isset to spend $1.6 trillion, the highest
ever. We're spending more andmore on marketing and advertising
(20:20):
and getting lower and lowerresults. Even though we've got all
this marketing technology andtags, customer audience profiles
and AI and goodness knowswhatever else we've got done. So
how can that be? The reason isbecause emotional component of any
(20:44):
memorable message is eitherhidden or not there at all. Look
at your own experience. If youlook at two pieces of marketing from
two different businesses whoare competitors, especially in the
online space, but not solelydigital. If you cover that the logo
(21:06):
of each one, the actualcontent could be interchangeable
between those two brands, Iwould totally agree. And that's because
if you're a buyer and you'relooking for distinctiveness and some
kind of differentiation so youcan remember the particular brand
(21:27):
at the point of purchase,don't forget 99% of the messaging
you see is going to peoplethat aren't ready to buy at that
exact moment in time thatthey're seeing your messaging. Right.
So we have to rely on beingremarkable. Now, by remarkable about
don't mean wow, remarkable inliteral sense, to be remarked upon,
(21:51):
to create a narrative in thebrain of the potential buyer so that
when they are in marketslooking to buy, we are one of that
limited selection of vendorsthey think of when they're looking
to buy, which is all marketingcan ever do. So you can think of
it as SEO for your brain.
(22:11):
Yep.
Okay. It's just trying to putthat in the head of the potential
buyer.
Well, let me go further thanthat. And that's where I talk about
the creation of superfans.Because having been both in sales
and marketing for decades, thetransaction and the sale really happen
after the paperwork becausethat's really the experience. You
(22:37):
know, marketing is to attractand get the person in there. But
once they're in, that's whenthey really become a customer. The
sale is all the back endstuff, the onboarding, the utilization
of the product or service tosoftware and really transforming.
I really believe that's whatpropelled my success on a global
(22:57):
scale. My whole ecosystem ofcustomers, contractors, suppliers,
distributors and complementarybusinesses were what I call fans.
They were promoting me, theywere talking me up. And when you
get that momentum going,that's how you really differentiate
(23:19):
yourself in today's world.It's blending back old school ways
of good old word of mouth.Today, when we go to a restaurant,
we pull up our smartphones,look at the reviews, what are people
saying about it? That's howit's all done today. Beyond what
you guys are doing to targetthe ideal audience, you got to get
that audience to champion you,to help propel it to the next level.
(23:46):
Which I think only reallyhappens after they've had an experience
with your brand. Right.Because then they can talk, then
they can talk from a positionof experience. Because what you're
talking about is branding.Right. Branding is. I think this
is Jeff Bezos who said,branding is what people say when
you're not in the room. Right,right. Branding is very important,
(24:08):
especially industries wherecompetitors are very closely aligned
and it's difficult to separatethe features, advantages of benefits
of one vendor from another.What scores above anything else is
perception of brand. It helpselevate a business away from having
(24:31):
to differentiate by a metricthat the customer can understand
outside of what thecompetition are doing, which often
is price based.
Right.
And as we know, once you startdifferentiating yourself on price,
that's only going onedirection and that, that's a race
(24:53):
that you do not want to win.
Yeah. Because when I wasselling manufacturing software and
other technologies that Isold, I would get referred by a superfan
to somebody else and pricingwas no longer part of the conversation.
They'd say, Jack says, I needto get this. What's it cost? How
fast can you get it? Here?That was the end of the deal. That
was it. The transaction wasdone because of that.
(25:16):
The testimonials. Yeah. Thetestimony has spoken for them. The
uncertainty of navigatingthrough an industry where you may
not be familiar with the keyplayers has been removed because
you've been able to get to apoint of reference through a referral
(25:37):
and having that trust. Becausebefore people would buy from you,
they need to know of you.Right, right. So by having that reputation,
by having that referral, it'sput you to the top of the list. Now
it's up to you to stay at thetop of the list.
And so other conversations.
(25:57):
But you know, attention is.Nowadays attention's not the issue.
I don't think attention's theissue. It's easy to make a big noise
and get eyeballs. That's notthe problem. The problem is coming
up with a piece ofcommunication that informs, entertains,
educates, whatever it needs todo with a message that can then inspire
(26:22):
action. And you need to havethose three elements in place for
any marketing to be what we'dcall effective. And much of it isn't.
You have something, please,that grabs the attention.
Restate for our listeners.
Capturing somebody'sattention, the communication, the
(26:43):
actual message of the reasonwhy you're attracting their attention,
and then the action you wantthem to take as a result. Unless
those three elements arespelled out very, very clearly, the
chances of that particularpiece of marketing being very effective
(27:04):
is going to be very low. Muchof what we see with marketing today
is taking one, possibly two,but not three of those elements together.
I said attention's easy. Okay,getting eyeballs is easy. But saying
something that is memorablehas an emotional as well as a logical
(27:30):
pragmatic component to it. Tobe able to form those memory structures
in the brain is far too rare.Look at the way the human mind works
is reliant upon emotion tosecure strong memory structures.
You look at any memorableevent in your life at snapshots.
(27:53):
I look at it as I call itsnapshots. You got snapshots of things
that you happen in memories.
And all of those memories, I'dwager the strongest memories that
you've had in your life thusfar have been underpinned by an emotional
reaction. Happiness, maybesadness, maybe anger, maybe grief,
(28:15):
maybe whatever. It'sunderpinned by a very strong emotion.
Look how sometimes you can bewalking down the street or in a strange
place and you suddenly get asmell which instantly transforms
you back 10, 20, 50 years inthe past. It evokes a very strong
(28:37):
emotional reaction. Right,because that's how memory structures
are formed. Yes, you needinformation. You need pragmatism,
logic, and rationality. Butit's nothing without having an emotional
reaction to underpin all ofthat. Otherwise, it is easily forgotten.
(28:59):
And we're not doing thatanymore. And this is the reason why
so much of our marketing isfailing to hit its target. And we're
blaming the tools rather thanthe people who simply aren't doing
their jobs.
I would agree with that.
The reason why they're notdoing their jobs is because they
don't know how to do theirjobs. Because people conflate marketing
(29:19):
with promotion. They thinkmarketing is ads and videos and podcasts
and websites and stress ballsand events and Brochures. Right.
Which is all tactical. It'sall promotional stuff. Nobody's thinking
about customer research andsegmentation, targeting, positioning,
(29:39):
and all of the stuff thathappens. The nine tenths of the iceberg
that are under the waterlinethat normal people don't see.
Right.
As an output from marketing,nor would they.
No. Right.
There's no reason for them tosee it.
Let me share something thatcontributes to that. In 2009, I was
helping a bathroom remodelerin Chicago with digital marketing
(30:01):
and sales. I never really soldconstruction before, but I owned
apartment buildings in thepast. Ended up getting a referral
for a guy looking to get hiskitchen remodel. I'm bringing this
up because it's a story, and Icreated a vision for him of what
his place would look like. Andwe talked about the kitchen, and
(30:24):
then we start talking, well,if we do this, this is how the living
room's gonna look. And ifyou're gonna do this, this is gonna
be the bathroom, and this isgonna be the bedroom. And all of
a sudden, the thing that gothim excited was he was looking at
a whole different place. Iended up selling a $140,000 remodeling
project. I know how to sell,but the point was, I didn't sell.
(30:48):
I got a story in his head,which is exactly what you're really
talking about is throughdigital marketing, I created a vision
where he visualized somethinghimself, and he ended up buying.
I wasn't selling anymore. Whatyou're doing is similar. You're getting
somebody to buy because theyresonate with it emotionally.
(31:10):
What you're doing is, ispainting a picture where they have
to fill in the dotsthemselves. And by doing that, it's
your idea anymore. It's their idea.
So let's talk about how youmanage your team and all the different
countries that you're in. Howdo you work with all the multicultural
(31:33):
challenges, beliefs,languages, and all that stuff?
The cultures aren't actuallyvery different. We're 19 people in
nine countries. Nine of us arein the U.S. the rest are in Europe,
Japan, and I have two peoplein Australia. And we've been in a
(31:57):
distributed workingenvironment since day one in 2008.
It was a pretty bold move. Andthere weren't many agencies setting
themselves up in a remoteworking environment at the time.
It was quite daring. And we dofind our way in terms of how best
(32:20):
to communicate and also buildculturally within the organization,
since you don't have thosewatercolor moments when you're 20,000
miles away from each Other onething we do is yearly kickoff meetings
to non cultural aspect of theorganization to get a bit crazy with
(32:41):
people you're working withevery day. But you don't see in real
life. It's not for everyone.And we've tried very hard on board
certain people where thissomething that they embrace. The
level of self disciplinerequired is very strong to be effective
(33:03):
in the role. You have to havean entrepreneurial mindset about
how you do your work everyday. We tried lots of things. There
was one particular person Ireally wanted to work with. She was
fantastic. Adapting this newway of working was totally alien
to one of the guys suggested avideo chat open the entire organization
(33:30):
bearing in mind that differentpeople are working different hours.
And it would be like that fora week. The video chat was on. You
saw your peers.
Yeah.
Working or getting up, give mecoffee, whatever as a proxy for being
(33:51):
in a room together. And Ithink it helped her but ultimately
it just wasn't enough for her.Unfortunately she left. It's not
for everyone. It also offers acertain amount of freedom. Especially
when we've got a couple ofsoftware developers who they're both
in the US don't workconventional US working hours. They
(34:14):
do some crazy working hours,but I don't care. Right. We work
in an agile methodology onsprints. We have deadlines and scopes.
You do what you got to do toget to where you got to get to.
And. And as long as it's donewhen we say it's going to be done,
I don't care how we get there.
Yep.
You want to start work at 4 inthe morning and finish at 3. Go for
(34:36):
it. You want to start at 3 inthe afternoon and finish at 4 in
the morning. Go for it. Idon't care. It doesn't really matter.
That's the difference betweena good leader and a bad leader. A
good leader really believes intheir team and empowers your team
versus someone that dictatesand says no. These are the hours.
This is what you got to do andthis is how you get a report. You're
not leveraging your peoplethat well. What you're doing is really
(34:58):
leveraging people because it'sreally about the outcome.
By getting out of their way,isn't it?
Yep.
Letting them do what they needto do and taking away anything that
gets in their way.
That's a leader.
That's. That's what my job is.Get them out of the way. We've had
very, very low staff churn in17 years. I think we lost two in
(35:23):
17 years. These are people whoI've known apart from three even
before we started the agency.So these are people who I would trust
with my business life. We hada working relationship at a certain
point in time. That's carriedover. That's not the case for everyone,
of course, but you veryquickly know whether somebody's going
(35:46):
to be a good fit or not byworking on a project. The environment
and the remote. Working, yeah,Takes some getting used to. But in
terms of work ethic, attentionto detail and communication and dealing
with clients, there's no bookto read, there's no training course
to take. Okay. This issomething that is implicit within
(36:09):
the human being. If youhaven't got it, then go off and flip
burgers or follow your dreamor do whatever you need to do. Those
sorts of things can't betaught. I don't think anybody in
a marketing role can be aseffective a marketer as they could
(36:31):
otherwise be if they've neverworked in sales. I don't think you
can do a good enough jobunless you've worked in sales.
They're intertwined now.They're really intertwined.
Even working behind a bar orin a clothes store. Right. Doesn't
matter. But I think until youcan actually understand how the way
(36:54):
you speak and present thingscan influence the outcome of a situation,
I don't think you can reallyapply the level of engagement that
you could have otherwiseapplied potentially in a marketing
environment.
Don't think I agree with that.So as we come close to the end here,
(37:16):
how can people find you?
Best place to find me, to behonest, is LinkedIn. That's where
I spend most of my time.There's only one G run Ascena on
LinkedIn, would you believe?Amazingly so. It's quite easy to
find me. I post two or threetimes a week, one minute videos about
the sorts of things that we'vebeen talking about today or things
(37:39):
that have wound me up thatweek or got me rattled, whatever.
LinkedIn is probably the bestway to get hold of me. Otherwise,
the agency, Kexino, isK-E-Xino.com simple as that.
Absolutely have all theinformation. So, gee, it's been a
pleasure having you on theBusiness Superfans podcast. Great
(38:00):
conversation. I can tell wecould probably spend hours on this
subject because we both have astrong background in it and that
makes it fun and engaging.Thank you so much for your time.
We look forward to having youon the show.
It's been a pleasure. Thank you.
Cheers.
Hey, super fans. SuperstarFreddie D. Here before we wrap, here's
(38:22):
your three A playbook powermove to attract ideal clients, turn
them into advocates, andaccelerate your business success.
Here's the top insight fromtoday's episode. Your marketing doesn't
need more tech. It needs moreemotion, because only emotional renaissance
makes your messageunforgettable and inspired. So here's
(38:43):
your business growth actionstep. Audit your last five marketing
messages and rewrite each oneto stir a specific emotion that your
ideal client feels before theybuy. If today's conversation sparked
an idea for you, or you knowof a fellow business leader who could
benefit, share it with them,support the show with the donation,
(39:05):
and grab the full breakdown inthe show notes. Let's accelerate
together and start creatingbusiness superfans who champion your
your brand.
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