May 14, 2025 • 36 mins
In this high-impact episode of Over The Bull, Ken breaks down how top-performing businesses use KPIs not just to measure progress—but to win territory. Inspired by a New York-based private equity group acquiring multiple companies, we explore how strategic awareness campaigns paired with smart conversion tracking become the ultimate arsenal in the fight for market dominance. If you’re only measuring phone calls, you’re fighting half the battle.
Over The Bull is brought to you by IntegrisDesign.com. All rights reserved.
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Episode Transcript
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SPEAKER_00 (00:00):
you're listening to over the bowl where we cut
through marketing noise here'syour host ken carroll
SPEAKER_01 (00:08):
we're talking about kpis on this episode of over the
ball Welcome back.
Thank you so much for listening.
And I do appreciate each andevery one of you tuning in.
And hopefully the podcast ishelping you out, giving you some
additional thought as youprocess how your business is
going to grow in the landscape.
(00:30):
Now, among growth is somethingcalled KPIs.
Now, KPIs is an acronym thrownaround a bit, but oftentimes we
find that some people don'tfully understand KPI or the way
in which they can be used.
So what exactly is a KPI?
(00:52):
KPIs, the acronym stands for KeyPerformance Indicator.
And so basically what you'redoing is you're setting up what
you need to track or what youshould track in order to
understand how effective yourmarketing campaigns are in the
(01:12):
world.
So if you're looking at thewrong signals or KPIs, then it's
pretty useless.
If you're looking at themproperly and within context,
they can be very valuable.
If you have the wrongexpectations for KPIs, they can
be very frustrating.
(01:33):
If you understand the short andthe long game with the KPI or
KPIs, then it can be verybeneficial to you.
One thing it's not, it's not aweapon to use against your guy
because certain KPIs aren'treached in a certain way.
Again, our best clients are theones who listen, we educate,
(01:57):
understand their business, theyunderstand our business, and
what we do is work together todevelop KPIs, understand, and
then modify those KPIs over aperiod of time.
Now, why I thought aboutbringing up KPIs today is
because one of our more recentclients we're working with, it's
(02:18):
a group out of state.
And what they're doing isacquiring companies.
And each one of the companieshave a unique proposition in the
world.
So what I mean by that is someof these companies are
recognized in their area.
They're actively sellingproduct.
(02:39):
And so the KPIs that are neededfor that company are one set of
variables.
While if we look at anothercompany that has very little
recognition and not a lot ofpeople know that company even
exists, then there's anotherseries of KPIs that we need to
look at as well.
So KPIs are complicated, and italso culminates with a lot of
(03:04):
factors that we know aboutpeople.
For example, we do know that theaverage person needs to see a
brand around six to ten times inorder to trust the brand and
then begin working with thatbrand.
Now, there are factors that gointo that equation as well.
But you should put thatbenchmark in your pocket and
(03:27):
understand that, especially ifyou have a young business or a
new business or you're trying togain market share from maybe
competitors, then you need tounderstand that part of your
game plan is to actuallybroadcast your brand, your
(03:47):
messaging out there and getredundancy where people get to
see you over and over again.
And by seeing you, then theybegin to trust you.
And if you also look at, youknow, the way people work, we're
all pretty much hardwired thesame way.
You know, we hire a company thatwe work with or want to work
(04:09):
with.
Like, for example, if I hire anelectrician or a plumber or
whatever, and then I need themagain, they did a good job.
Typically, I'll call them back.
And so to expect that somehowI'm going to disrupt the easy
flow and predictability of apast experience by simply
showing up in a keyword searchon Google is really not
(04:32):
realistic in today's worldbecause it's a busy world.
And if we have something that wealready like, even if it costs a
little bit more.
So, yeah.
(04:59):
In working with this company andseeing the KPIs, because that
was kind of what happened, theball was kind of lobbed over the
net, and they were asking abouthow to set certain KPIs based on
the industry and based ondifferent variables.
And I started looking at thecompanies, and I realized that
(05:20):
some of the KPIs that I thinkthat they may be trying to
target were not appropriate forthat company.
particular business or a certainset of their businesses.
Now, in your world, if you're asmall business, you still have
the same problem, but they'remore in a microcosm rather than
being each business has adifferent set of issues.
(05:45):
Every business, they have issuesof branding, visibility, gaining
trust and recognition, but also,you know, keeping the lights
turned on by making sales.
So both those things arecritical.
It doesn't matter the scope.
Now, this is a business that,again, they're going through
acquisitions of numerouscompanies and everything.
(06:07):
So both Their situation may be alittle bit different from yours,
but in practical application,it's really close to what you're
doing.
It's just not on the same scope.
So it's really relevant.
So don't tune out just becauseyou're hearing they're acquiring
different companies and youthink they have a lot of money
and you think all these otherthings.
All businesses struggle with thesame thing.
It's just on a different level.
(06:29):
So you can really pick up a lotfrom this conversation
regardless of how new or oldyour business is.
So let's talk about KPIs alittle bit more.
One of the things that is reallyinteresting about KPIs, I don't
hear a lot from people, arethings, two definitions
basically, leading and laggingindicators in KPI.
(06:52):
So leading indicators would bebasically forecasting, while
lagging uses historical data.
that obviously would give alittle more foundational.
And of course, circumstanceschange, but looking at
historical data, a lot of timesis a lot better than trying to
forecast and using leadingindicators.
(07:13):
But the idea is that you want toget a baseline of what could
happen under differentsituations.
And then the more historic datayou have, the lagging indicators
that you can add into theequation as time progresses are
going to solidify those numbers.
And then what you're able to do,rather than having as wild of a
(07:36):
guess as far as how certainthings are going to perform,
you're going to be able to usehistoric data plus other data to
build those KPIs in both aleading and lagging way to where
it's going to make a lot moresense and a lot more accurate
readability to your business.
So let's talk about some KPIsthat we typically use in
(08:01):
business.
So some of those traditionalKPIs obviously are conversions
and revenue and how it drivesimmediate decisions to a
business.
In a perfect world, if we wereautomatons and a lot of factors
didn't go into play, rangingfrom how easy it is to, you
know, past experiences to justbeing there, you know, at the
(08:25):
point when someone wants to buysomething and magically swooping
in and capturing that business,Although...
That's what we all want.
That's not how the real worldworks.
And that's why a lot of timeswhen you look at Google's data,
when you run Google Ads, forexample, they'll tell you that
typically across the industry,you can look for a conversion
(08:47):
rate around 4% to 5%.
So 4% to 5% of a conversionrate, it gives you an idea of
how important it is to kind ofthink through your KPIs for both
brand recognition and at thesame time, direct sales to keep
the lights turned on.
So awareness is just asimportant as direct conversions.
(09:10):
And the reason being is, thinkof a snowball effect.
So if you start off and you'retrying to get direct sales, but
you're also trying to gainawareness for people who are
using your competitors or maybeyou're a new business and you're
just trying to let people knowthat you exist, then And part of
this building trust and gainingmore momentum is creating
(09:34):
awareness campaigns that startto instill trust and gain that
brand recognition in the servicearea that you're trying to
serve.
And of course, the longer or thebigger the service area, the
more budget you're going to needin order to saturate that
market.
So you want to have both.
(09:55):
Now, look, if McDonald's isdoing brand recognition
campaigns, that should show youthat this is a never ending
story.
You want to constantly be infront of people.
You want to constantly givefresh messages and you want to
start to gain that brandrecognition for that long term
visibility so that it gains moretraction.
(10:16):
The snowball effect continues.
And then those seeds that youplant in what we call an
awareness campaign.
Basically, again, just lettingpeople know that you exist, gain
that momentum, and then that'llequal more sales as you do gain
that momentum.
So as you could imagine, if wego back to this leading and
(10:38):
lagging indicator terminology,you can imagine that as you gain
more momentum and morerecognition, then the more that
you're going to convertlong-term is going to
dramatically alter Any of thoseforecasts that were initially
there, especially if you don'thave a lot of really good
historic data, not just historicdata, but good historic data.
(11:02):
And so this is why, you know,one of the biggest things that
people are after today, largecompanies is data because data
is king in your business.
A lack of data is going to hurtyou.
Obviously, more data is going tohelp you.
So if we look at those KPIs,what you really want to do is
(11:23):
you want to look at yourbusiness and you want to say,
okay, how much of it do I wantto base on awareness, you know,
brand impression, social mediaengagement, build this
foundation for future growth.
And then how much of the budgetis going to go into direct
sales.
And then what you start toformulate that equation.
Now for you to formulate thatequation might be difficult.
(11:45):
And again, If you go to thewrong person, they're going to
lean too heavily on, say,conversion KPIs because they
know that's what you're reallyafter and they'll play to that.
And then they'll make you thinkthat if you do this thing, then
you're going to equal more salesand then put a little bit of
voodoo or magic into it to tryto get you to sign on the dotted
(12:07):
line.
When in reality, the idea youshould take very kind of like
very low-end expectations.
Like I said, the 4% to 5%.
We typically do a lot better,but there's different
industries, and differentindustries have different
conversion rates andperformances.
But what you want to definitelybe able to do is be able to
(12:29):
build this– predictable modelbased on very modest
expectations, and then kind ofhave some forecasting that goes
into it, which would be your,uh, your leading, uh, KPIs.
And then you want to then again,go back to lagging KPIs the more
you learn, but you should nevertake any kind of forecasting as
(12:52):
though it's going to happen thisway.
There are just simply so manyfactors that go into what
converts and what doesn't that,uh, without good historic data,
you know, it is just a lotlooser.
There's no easier way to saythat.
So large companies, typicallylike private equity groups or
(13:14):
people that are used to thisarena, they understand that
leading KPIs and forecasts andthings like that, there's
typically a much largertolerance between what could
happen versus what may beactually the worst case scenario
with it where you've got a lotmore of a learning curve behind
it.
(13:34):
And they understand that.
So if you're a young business ora small business, understand
that any kind of forecasting orexpectations are strictly just
that.
They're just those expectationsthat are put down, and the
gamesmanship could be in thoseexpectations, again, to help you
sign on the dotted line, butit's not an indicator of what
(13:55):
truly is going to happen.
No one has the magic crystalball, in other words.
So this company is reallyinteresting because...
What they have on one side,imagine one company that's
already producing a significantamount of sales on an annual
basis, and they have a prettygood footprint.
(14:17):
Then imagine there's anothercompany that is not recognized
at all in the community or hasvery little recognition, and
what they're trying to do is getthis other company just on the
landscape, just where basicallypeople know that they exist.
So let me give a little moremeat to this conversation.
(14:39):
What this company is, is they'rein waste management.
And so part of what they do arerenting out containers for
people to do cleanups and peoplein businesses and things like
that.
And then the other one is theyalso own transfer stations, you
know, where you go drop stuffoff that you no longer want.
(15:00):
And so you can imagine it'sdramatically different because
the container rental issomething that people could
purchase directly.
But there's also a lot ofcompetitors who already have a
lot of brand recognition andthat trust of customers.
If you go to the transferstation, that's something that
(15:20):
kind of fits into the osmosis ofthe region.
Meaning that, hey, I need to godrop off a couch.
Where do I go?
Oh, there's a transfer stationdown on Main Street or wherever
it's at.
And so you could imagine that inthe first situation, you can
have direct sales because theyalready have momentum.
(15:42):
But then you can also see thebenefit of doing awareness
campaigns that will be there atstrategic points.
And then you could also see howthat the transfer station
campaign would be completelydifferent.
It's one of those where it justhas to get into the psyche of
the people where it just kind ofrattles off the tongue.
(16:02):
Hey, use these people.
And then also having a veryconcise message in that branding
as to why that other locationmay be better.
Maybe it's pricing.
Maybe it's convenience.
Maybe you're not waiting in linefor 17 hours to drop off.
So as you can imagine, if we'retrying to forecast how many
(16:25):
people are going to go through atransfer station by running a
campaign, the metrics would notreally fit that puzzle right
now.
Right now, what we're trying todo is gain that brand
recognition, and by doing that,the KPIs that we're going to
target in that situation aregoing to be more about how much
(16:48):
the brand and awareness issaturating the market, which
means there is a lot there aboutmaking the brand look better,
making it more appealing, andmaking those call to actions
more strategic in expectationthat as we do that and saturate
the market, it's going toincrease exposure.
which will increase traffic,which will increase use, which
(17:09):
will increase the size of thebusiness.
While if we jump back to thedumpster rental guys, our
containers and all that junkthat they do, Then what you're
going to do is you're going tosee that we got to do the direct
sales to keep the businessmoving in its current
trajectory.
But we need to gain momentum andwe also need to gain more
(17:32):
visibility and then take marketshare away from competitors.
And that's done through longterm awareness campaigns and
cultivating that with directsales campaigns.
And so you can see that the KPIsthere are significantly
different just within twocompanies.
Now, if I were to flip thisscript, let's take tourism, for
(17:56):
example.
And let's say that people travelto a location, but they don't go
to that location year in andyear out.
They're just simply goingsomewhere unique.
And that particular destinationdoesn't have a lot of repeat
visitors, but it has a lot oftraffic.
Now, if you look at somethinglike that, you could imagine
that awareness campaigns on thesame scale as a transfer station
(18:21):
would not be as feasible becausethe long-term acquisition of new
customers is not practical.
Basically, you really want to goheavy conversions, heavy clicks,
heavy visibility from the momentthat that person begins looking
for that information.
destination tour or whateverthey're looking for.
(18:42):
And then you want to really lookat your KPIs more, less on
awareness necessarily, and moreon actual conversions, clicks,
and those traditional metricsthat you do bookings, phone
calls, you know, those justtypical kind of things.
So as you can see, if you don'thave the right person working
with you, you could be chasingKPIs that are kind of
(19:05):
meaningless or worse, you couldthink you're doing really good.
And in reality, you may be doinggood, but you could do a lot
better if you cultivated thatwith an awareness campaign to
further gain momentum.
And then keep in mind, yourcompetitors, if they're good,
they're thinking about thesethings.
Luckily, not a lot of businessesare really good about this
(19:25):
stuff, so they don't think aboutit.
But the ones that do think aboutit, they're also looking to do
the exact same thing to you.
And so there is this kind ofconstant battle and constant
adjustment, which is why youalways want to update your
offerings, look at markettrends, and keep your hand on
the pulse of what's going on inthe business with your
competitors to make sure thatthey don't overtake you or start
(19:51):
cannibalizing your customers.
So how do you kind of digestthis for your business and
properly put everything togetherin a way that's going to make a
model that makes sense for you?
For me, when I work withespecially new young businesses,
the challenge for me is, isgetting the owner in the right
(20:13):
mindset because this, this, um,myth of the internet that
somehow you just drop money intoit and then it's going to
magically increase your businessmagically make competitors go
away magically do all thesethings is is unrealistic and so
(20:34):
the idea is to understandespecially if you're a young
company that your goal obviouslyyou do want to sell but part of
this is an investment to getyour brand into the community to
where people see, recognize, andthen begin to trust you.
And then you do get exposed tothem on a 6, 10, 12, 20,
(20:59):
constantly in front of yourtarget audience.
And so once you get your mindsetright, the next thing is to
understand your target audience.
It doesn't matter if you'redoing KPIs of awareness if
you're targeting the wrongaudience.
And you'll be amazed at thenumber of companies that we
(21:20):
speak with, agencies andeverything, that are in the same
market as us, but we basicallyare paid to qualify those
agencies.
And what you'll find...
is that they know very littleabout audiences and trying to
segment out those audiences.
And so they kind of blanket anenvironment without fully
(21:40):
quantifying it.
So, for example, if youprimarily serve homeowners and
they blanket your services torenters and other situations,
then it's going to be lesseffective to that audience.
And now you're blanketing.
Sure, you're doing that.
And there are arguments that oneday renters become homeowners
and dot, dot, dot.
Yeah, that's true.
(22:01):
But if you're a young businessand you're trying to hyper focus
on the most viable customers,your audience would want to
target, say, for example,homeowners.
So the next thing you reallyneed to do is understand your
audience.
And if your answer is, well, wecan serve anyone.
then you're barking up the wrongtree.
(22:23):
Yeah, anybody could do anything.
Sure, why not?
But who's more likely to useyour services in your area?
And that's typically based uponyour position in the market.
You know, are you trusted?
Would you be better serving anolder community because they
don't want to have certainstyles of people in their home?
(22:46):
Would it be better to serve theyounger community?
You know, would it be better toserve people that...
or dog lovers or whatever, youwant to understand your target
audience to the end.
And if you've got somehistorical data about customers,
if you've got a sales departmentor you got whatever, then you
can kind of do the same thingwith these lagging KPIs by kind
(23:08):
of looking retroactively intowhatever you can get.
Like, for example, one thing wedo is we typically ask for
historic data and we break itdown according to zip codes.
And then if we cancross-reference that with with
the average cell per zip code,we can kind of see which zip
codes are more viable thanothers.
So that's a very high level, onething you could look at as well.
(23:30):
So once you understand that andyou understand your target
audience, the next thing thatyou're going to want to do is
you're going to want tounderstand that both, you're
going to need both the KPIs thatwe're all after, you know,
conversions, phone calls,booking, things like that.
But then also, we need anawareness campaign as well.
(23:51):
And again, You know, in betweenthat, there's where I would put
probably something like emailsand things like that.
So you want to be able tobalance the two and you want to
understand that your awarenesscampaign where you're going to
look at is my trafficincreasing?
Am I gaining more visibility onsocial media?
(24:13):
You know, those kind of things.
If I'm seeing those thingsbeginning to trend in the right
direction and I see that that'sgoing in the right direction,
then I can then Then I can startto assess whether or not the
awareness campaign is effective.
And basically, I know that thoseseeds one day are going to equal
crops, which will equal food,i.e.
equal real customers in the longterm.
(24:34):
And then you'll also begin tostart to take a little bit of
market share away fromcompetitors.
If they drop the ball or ifsomething happens or they become
busy and then the door opens upfor you, then that gives you an
opportunity to take that marketshare from competitors as well.
But that's not something that'sjust going to happen magically
overnight.
Someone's not going to dropsomebody just to drop somebody
(24:57):
because they saw a good ad.
Now, if your offer is reallycompetitive, you may compel
someone to take you up on youroffer if it's a throwaway item.
But again, those numbers,convenience and trusting someone
else, That also goes a long way,and all that ties back into
demographics.
So you see why you've got tokind of really process
(25:19):
everything that goes into thatdecision-making tree.
Now, if you've not had thisconversation with your Google
Ads guy, your marketing people,and this has not come to where
they're asking these questionsand you're collaborating on
this, then you need to sit backand you need to ask them, well,
(25:43):
what are you doing and how areyou making these determinations?
What are these indicators?
And don't let them just throwsome indicators at you and tell
you how many impressions thatyou got or something like that,
and then kind of get away withthat.
Because that's really not howthis game is played.
So once that's done, then you'vegot to think about a realistic
(26:04):
budget.
So every campaign has to haveits own budget.
Uh, what I mean by that is yourawareness campaign is one
budget.
And then your, uh, your, uh,Your traditional KPI campaign
will have another budget.
Awareness campaigns.
So a little footnote onawareness campaigns versus the
(26:25):
other style of campaign, yourtraditional, is an awareness
campaign typically is what wecall higher funnel, meaning that
if you go to integrisdesign.com,we have some little layouts.
And what those layouts do isthey show you exactly the buying
cycle of a person.
So let me deviate on the buyingcycle here for one second, and
(26:47):
then I'll come full circle.
So in the buying cycle, what youhave is people, typically they
start off by identifying thatthere is an issue.
Traditionally, what I use in theexample is a new movie comes out
and you see the trailer for thenew movie.
Okay, you've recognized theproblem.
You're at the top of the buyingcycle.
(27:07):
At the bottom of it is going tothe theater and seeing a movie.
So in between that is, well,what theater?
What are the offerings of thetheater?
What times and availabilitiesare there?
Are my family, are the peoplethat are going to attend, what
is their availability?
And then there's a booking.
And then you also have all thenoise of how people
(27:28):
traditionally buy movie ticketsanyway.
And so what they're used to oraccustomed to, those apps and
all those things.
So all that kind of goes intothe buying cycle process.
So at the top, you recognizethere's a problem.
And at the bottom, there's apurchase.
Everybody wants to be at thebottom of the funnel.
Well, in awareness campaigns,typically they're more higher to
mid funnel, meaning that you'retrying to hit people a lot with
(27:53):
messaging up there.
And those messages in awarenesscampaigns are a lot more cost
effective, i.e.
they're cheaper to broadcast.
And the lower funnel is the onewhere conversions happen.
So if you can imagine yourtraditional KPI should be more
lower end of the funnel, andthen your awareness should be
(28:15):
higher end of the funnel.
And basically, the bigger thearea...
that you're trying to blanket.
Like, for example, if we'redoing Asheville, North Carolina,
we would have one budget.
If we were doing BuncombeCounty, it would be a bigger
budget.
If we did Buncombe and HendersonCounty, it'd be a bigger budget.
And if we did North Carolina,obviously a bigger budget.
(28:37):
And so to understand exactlywhat you're trying to market and
who you're trying to market tocan make your budget where it's
more predictable.
And With all that, so once youget all that down, once you've
communicated everything, youunderstand your geographic
outreach, and again, yeah, youmight be able to reach that
person in three counties over ifyou're a small business.
(29:01):
But remember, what you're tryingto do, especially if you're new
to the game or you've not hadreally detailed help, is your
goal right now is to hedge yourbet and your money in the places
where people are more likely touse you that is best for your
business.
Yeah, I can drive three countiesaway if I'm an electrician, but
(29:22):
look at my travel time.
Look at the gas.
Look at all these other things.
So maybe I want to stay closerto home.
I really don't need thatbusiness that's that far out.
And so by concentrating morewithin the area, then you can
saturate that market more withyour awareness message, and you
can also do your traditionalKPIs.
(29:42):
And then what you can do isstart to gain momentum a lot
quicker by doing that.
Now, there's a lot ofsubtleties.
There are tons of subtleties inthis conversation.
For example, if it's Google Ads,well, what keywords are you
going to target?
Uh, then, you know, if you'redoing your awareness is, well,
what message do we want to have?
(30:04):
Uh, what colors do we want touse?
What imagery do we want to use?
Which imagery works the best?
And then if you even look onmeta, you'll see that there are
indicators, which, which arereally neat.
Some of them are like, uh, adfatigue indicators.
And what that does is it says,you know, basically are people
tired of seeing your ad and doyou need to freshen that up?
(30:24):
And so there's a what we do inbuilding these campaigns is we
try to get our clients to giveus updated offers or updated
information or updated somethingwhere we can freshen those
awareness-style campaigns,social media posts, et cetera,
to fresh offers.
(30:46):
Now, in closing, let's talkabout the email, where that kind
of fits into this.
So email marketing could be oneof your most powerful assets.
So what I mean by that is if youcan set it up.
Now, don't do sign up for ournewsletter.
(31:06):
Please don't use that.
No one wants to sign up for anewsletter.
That's like saying, well, yousigned me up for a bunch of junk
to show up in my mailbox everyday.
You want to make a compellingoffer with email marketing if
you're going to do it.
But let's evaluate the power ofemail marketing, if it's done
correctly, and if you're patientand willing to massage it.
(31:30):
So if you take it, and let'ssay, for example, you're running
a Google Ads campaign, and let'ssay that you are converting at
3.5%, 4% with your market.
Now, the remaining, if you givethem a very easy opt-in offer,
they may sign up for your email.
Now, if they sign up for youremail, then what you can do is
(31:52):
now you've captured a largersegment of that market who's
visiting your website thatnormally you would miss
altogether.
So you captured it.
Then what you could do is youcould set a series of emails to
go to that person.
Now, you want to plan it and doall those things.
But the idea is that now theysee your brand in their email
(32:13):
box.
It doesn't matter if they openit.
They see your brand.
in the subject.
You've just achieved one touch.
You've just achieved one morestep to gaining trust with that
person.
And then you send out additionalemails.
Well, if you send specialoffers, if you send things that
are of interest to that targetaudience, you're cultivating
(32:34):
those people to use yourbusiness in the future.
And there's very low overheadwhen you do something like that.
And so to set up emailmarketing, to show up in
someone's you know, email boxand then to get those offers
repeatedly to have thoseadditional touch points to gain
(32:55):
email addresses, which is, whichis, tough to do today.
When you gain those emailaddresses legitimately and then
they want to get your offeringand then you give them something
compelling without overwhelmingthem or frustrating them, then
what you've done is you'veachieved something very
substantial when you do that.
So don't underestimate the powerof email marketing, but Also,
(33:19):
you've got to think about what'sreally compelling and what's
practical for people that you'retrying to serve in your area.
And then once you've achievedthat, then that's that other
leg.
And to me, some people probablyput that more into awareness
style campaigns.
I put it more probably inbetween awareness and
traditional KPIs, gaining thoseemail addresses and then the
(33:41):
ability to be able to email themover a period of time.
And so you can imagine that, youknow, maybe you didn't gain
their trust now, but if you showup in a way that's effective for
them and you do garner thattrust.
Again, it's like planting theseeds and then waiting for the
crops to come out of the ground.
And so you just want to be ableto do that and you want to stick
(34:02):
to it.
And so the stick-to-it-ness iskind of tough because we all get
kind of tired of chasing things.
So hopefully this helps you outwith KPIs and gives a little bit
of clarity to KPIs and gives youan indicator on if your current
group is is providing you withsolid marketing or if they're
(34:25):
just kind of just doing, youknow, traditional KPI funnel
marketing and not really playingchess, but they're more playing
checkers with your money, whichis definitely not the way to go.
So thanks so much for listeningto Over the Bull.
I really appreciate it.
We have been overwhelmed withbusiness at Integrus.
(34:48):
And so at Integrus Design, youknow, You visit the website.
You're going to see thatcurrently we're not accepting
clients until at least mid-June2025.
And it's just because we've justbeen really busy this year.
But I'll keep the podcast going.
You guys can take thisinformation.
(35:09):
You can use it.
If you are interested in workingwith us, feel free to drop us a
line.
We do have a waiting list on thewebsite.
And feel free to put your nameand information in it.
And as availability becomesavailable, for lack of a better
word, we'd be happy to talk toyou about your business and what
(35:30):
you're up to.
But again, you know, for the– atleast through June 15th of 2025,
it would be more of– you know,that availability just wouldn't
be there.
So, uh, thank you so much foreverything that you do.
We really appreciate you tuningin.
We hope this helps you and yourbusiness and you growing your
business.
(35:50):
Uh, you know, business is toughguys and KPIs is one of those
things.
That's the lifeblood of yourbusiness.
If it's done right.
And if it's done wrong, it couldbe one of the biggest deceivers,
uh, that could, uh, hurt yourbusiness.
So, uh, best of luck until nexttime.
SPEAKER_00 (36:08):
Thanks for tuning in to Over the Bowl, brought to you
by Integris Design, afull-service design and
marketing agency out ofAsheville, North Carolina.
Until next time.
you're listening to over the bowl where we cut
through marketing noise here'syour host ken carroll
SPEAKER_01 (00:08):
we're talking about kpis on this episode of over the
ball Welcome back.
Thank you so much for listening.
And I do appreciate each andevery one of you tuning in.
And hopefully the podcast ishelping you out, giving you some
additional thought as youprocess how your business is
going to grow in the landscape.
(00:30):
Now, among growth is somethingcalled KPIs.
Now, KPIs is an acronym thrownaround a bit, but oftentimes we
find that some people don'tfully understand KPI or the way
in which they can be used.
So what exactly is a KPI?
(00:52):
KPIs, the acronym stands for KeyPerformance Indicator.
And so basically what you'redoing is you're setting up what
you need to track or what youshould track in order to
understand how effective yourmarketing campaigns are in the
(01:12):
world.
So if you're looking at thewrong signals or KPIs, then it's
pretty useless.
If you're looking at themproperly and within context,
they can be very valuable.
If you have the wrongexpectations for KPIs, they can
be very frustrating.
(01:33):
If you understand the short andthe long game with the KPI or
KPIs, then it can be verybeneficial to you.
One thing it's not, it's not aweapon to use against your guy
because certain KPIs aren'treached in a certain way.
Again, our best clients are theones who listen, we educate,
(01:57):
understand their business, theyunderstand our business, and
what we do is work together todevelop KPIs, understand, and
then modify those KPIs over aperiod of time.
Now, why I thought aboutbringing up KPIs today is
because one of our more recentclients we're working with, it's
(02:18):
a group out of state.
And what they're doing isacquiring companies.
And each one of the companieshave a unique proposition in the
world.
So what I mean by that is someof these companies are
recognized in their area.
They're actively sellingproduct.
(02:39):
And so the KPIs that are neededfor that company are one set of
variables.
While if we look at anothercompany that has very little
recognition and not a lot ofpeople know that company even
exists, then there's anotherseries of KPIs that we need to
look at as well.
So KPIs are complicated, and italso culminates with a lot of
(03:04):
factors that we know aboutpeople.
For example, we do know that theaverage person needs to see a
brand around six to ten times inorder to trust the brand and
then begin working with thatbrand.
Now, there are factors that gointo that equation as well.
But you should put thatbenchmark in your pocket and
(03:27):
understand that, especially ifyou have a young business or a
new business or you're trying togain market share from maybe
competitors, then you need tounderstand that part of your
game plan is to actuallybroadcast your brand, your
(03:47):
messaging out there and getredundancy where people get to
see you over and over again.
And by seeing you, then theybegin to trust you.
And if you also look at, youknow, the way people work, we're
all pretty much hardwired thesame way.
You know, we hire a company thatwe work with or want to work
(04:09):
with.
Like, for example, if I hire anelectrician or a plumber or
whatever, and then I need themagain, they did a good job.
Typically, I'll call them back.
And so to expect that somehowI'm going to disrupt the easy
flow and predictability of apast experience by simply
showing up in a keyword searchon Google is really not
(04:32):
realistic in today's worldbecause it's a busy world.
And if we have something that wealready like, even if it costs a
little bit more.
So, yeah.
(04:59):
In working with this company andseeing the KPIs, because that
was kind of what happened, theball was kind of lobbed over the
net, and they were asking abouthow to set certain KPIs based on
the industry and based ondifferent variables.
And I started looking at thecompanies, and I realized that
(05:20):
some of the KPIs that I thinkthat they may be trying to
target were not appropriate forthat company.
particular business or a certainset of their businesses.
Now, in your world, if you're asmall business, you still have
the same problem, but they'remore in a microcosm rather than
being each business has adifferent set of issues.
(05:45):
Every business, they have issuesof branding, visibility, gaining
trust and recognition, but also,you know, keeping the lights
turned on by making sales.
So both those things arecritical.
It doesn't matter the scope.
Now, this is a business that,again, they're going through
acquisitions of numerouscompanies and everything.
(06:07):
So both Their situation may be alittle bit different from yours,
but in practical application,it's really close to what you're
doing.
It's just not on the same scope.
So it's really relevant.
So don't tune out just becauseyou're hearing they're acquiring
different companies and youthink they have a lot of money
and you think all these otherthings.
All businesses struggle with thesame thing.
It's just on a different level.
(06:29):
So you can really pick up a lotfrom this conversation
regardless of how new or oldyour business is.
So let's talk about KPIs alittle bit more.
One of the things that is reallyinteresting about KPIs, I don't
hear a lot from people, arethings, two definitions
basically, leading and laggingindicators in KPI.
(06:52):
So leading indicators would bebasically forecasting, while
lagging uses historical data.
that obviously would give alittle more foundational.
And of course, circumstanceschange, but looking at
historical data, a lot of timesis a lot better than trying to
forecast and using leadingindicators.
(07:13):
But the idea is that you want toget a baseline of what could
happen under differentsituations.
And then the more historic datayou have, the lagging indicators
that you can add into theequation as time progresses are
going to solidify those numbers.
And then what you're able to do,rather than having as wild of a
(07:36):
guess as far as how certainthings are going to perform,
you're going to be able to usehistoric data plus other data to
build those KPIs in both aleading and lagging way to where
it's going to make a lot moresense and a lot more accurate
readability to your business.
So let's talk about some KPIsthat we typically use in
(08:01):
business.
So some of those traditionalKPIs obviously are conversions
and revenue and how it drivesimmediate decisions to a
business.
In a perfect world, if we wereautomatons and a lot of factors
didn't go into play, rangingfrom how easy it is to, you
know, past experiences to justbeing there, you know, at the
(08:25):
point when someone wants to buysomething and magically swooping
in and capturing that business,Although...
That's what we all want.
That's not how the real worldworks.
And that's why a lot of timeswhen you look at Google's data,
when you run Google Ads, forexample, they'll tell you that
typically across the industry,you can look for a conversion
(08:47):
rate around 4% to 5%.
So 4% to 5% of a conversionrate, it gives you an idea of
how important it is to kind ofthink through your KPIs for both
brand recognition and at thesame time, direct sales to keep
the lights turned on.
So awareness is just asimportant as direct conversions.
(09:10):
And the reason being is, thinkof a snowball effect.
So if you start off and you'retrying to get direct sales, but
you're also trying to gainawareness for people who are
using your competitors or maybeyou're a new business and you're
just trying to let people knowthat you exist, then And part of
this building trust and gainingmore momentum is creating
(09:34):
awareness campaigns that startto instill trust and gain that
brand recognition in the servicearea that you're trying to
serve.
And of course, the longer or thebigger the service area, the
more budget you're going to needin order to saturate that
market.
So you want to have both.
(09:55):
Now, look, if McDonald's isdoing brand recognition
campaigns, that should show youthat this is a never ending
story.
You want to constantly be infront of people.
You want to constantly givefresh messages and you want to
start to gain that brandrecognition for that long term
visibility so that it gains moretraction.
(10:16):
The snowball effect continues.
And then those seeds that youplant in what we call an
awareness campaign.
Basically, again, just lettingpeople know that you exist, gain
that momentum, and then that'llequal more sales as you do gain
that momentum.
So as you could imagine, if wego back to this leading and
(10:38):
lagging indicator terminology,you can imagine that as you gain
more momentum and morerecognition, then the more that
you're going to convertlong-term is going to
dramatically alter Any of thoseforecasts that were initially
there, especially if you don'thave a lot of really good
historic data, not just historicdata, but good historic data.
(11:02):
And so this is why, you know,one of the biggest things that
people are after today, largecompanies is data because data
is king in your business.
A lack of data is going to hurtyou.
Obviously, more data is going tohelp you.
So if we look at those KPIs,what you really want to do is
(11:23):
you want to look at yourbusiness and you want to say,
okay, how much of it do I wantto base on awareness, you know,
brand impression, social mediaengagement, build this
foundation for future growth.
And then how much of the budgetis going to go into direct
sales.
And then what you start toformulate that equation.
Now for you to formulate thatequation might be difficult.
(11:45):
And again, If you go to thewrong person, they're going to
lean too heavily on, say,conversion KPIs because they
know that's what you're reallyafter and they'll play to that.
And then they'll make you thinkthat if you do this thing, then
you're going to equal more salesand then put a little bit of
voodoo or magic into it to tryto get you to sign on the dotted
(12:07):
line.
When in reality, the idea youshould take very kind of like
very low-end expectations.
Like I said, the 4% to 5%.
We typically do a lot better,but there's different
industries, and differentindustries have different
conversion rates andperformances.
But what you want to definitelybe able to do is be able to
(12:29):
build this– predictable modelbased on very modest
expectations, and then kind ofhave some forecasting that goes
into it, which would be your,uh, your leading, uh, KPIs.
And then you want to then again,go back to lagging KPIs the more
you learn, but you should nevertake any kind of forecasting as
(12:52):
though it's going to happen thisway.
There are just simply so manyfactors that go into what
converts and what doesn't that,uh, without good historic data,
you know, it is just a lotlooser.
There's no easier way to saythat.
So large companies, typicallylike private equity groups or
(13:14):
people that are used to thisarena, they understand that
leading KPIs and forecasts andthings like that, there's
typically a much largertolerance between what could
happen versus what may beactually the worst case scenario
with it where you've got a lotmore of a learning curve behind
it.
(13:34):
And they understand that.
So if you're a young business ora small business, understand
that any kind of forecasting orexpectations are strictly just
that.
They're just those expectationsthat are put down, and the
gamesmanship could be in thoseexpectations, again, to help you
sign on the dotted line, butit's not an indicator of what
(13:55):
truly is going to happen.
No one has the magic crystalball, in other words.
So this company is reallyinteresting because...
What they have on one side,imagine one company that's
already producing a significantamount of sales on an annual
basis, and they have a prettygood footprint.
(14:17):
Then imagine there's anothercompany that is not recognized
at all in the community or hasvery little recognition, and
what they're trying to do is getthis other company just on the
landscape, just where basicallypeople know that they exist.
So let me give a little moremeat to this conversation.
(14:39):
What this company is, is they'rein waste management.
And so part of what they do arerenting out containers for
people to do cleanups and peoplein businesses and things like
that.
And then the other one is theyalso own transfer stations, you
know, where you go drop stuffoff that you no longer want.
(15:00):
And so you can imagine it'sdramatically different because
the container rental issomething that people could
purchase directly.
But there's also a lot ofcompetitors who already have a
lot of brand recognition andthat trust of customers.
If you go to the transferstation, that's something that
(15:20):
kind of fits into the osmosis ofthe region.
Meaning that, hey, I need to godrop off a couch.
Where do I go?
Oh, there's a transfer stationdown on Main Street or wherever
it's at.
And so you could imagine that inthe first situation, you can
have direct sales because theyalready have momentum.
(15:42):
But then you can also see thebenefit of doing awareness
campaigns that will be there atstrategic points.
And then you could also see howthat the transfer station
campaign would be completelydifferent.
It's one of those where it justhas to get into the psyche of
the people where it just kind ofrattles off the tongue.
(16:02):
Hey, use these people.
And then also having a veryconcise message in that branding
as to why that other locationmay be better.
Maybe it's pricing.
Maybe it's convenience.
Maybe you're not waiting in linefor 17 hours to drop off.
So as you can imagine, if we'retrying to forecast how many
(16:25):
people are going to go through atransfer station by running a
campaign, the metrics would notreally fit that puzzle right
now.
Right now, what we're trying todo is gain that brand
recognition, and by doing that,the KPIs that we're going to
target in that situation aregoing to be more about how much
(16:48):
the brand and awareness issaturating the market, which
means there is a lot there aboutmaking the brand look better,
making it more appealing, andmaking those call to actions
more strategic in expectationthat as we do that and saturate
the market, it's going toincrease exposure.
which will increase traffic,which will increase use, which
(17:09):
will increase the size of thebusiness.
While if we jump back to thedumpster rental guys, our
containers and all that junkthat they do, Then what you're
going to do is you're going tosee that we got to do the direct
sales to keep the businessmoving in its current
trajectory.
But we need to gain momentum andwe also need to gain more
(17:32):
visibility and then take marketshare away from competitors.
And that's done through longterm awareness campaigns and
cultivating that with directsales campaigns.
And so you can see that the KPIsthere are significantly
different just within twocompanies.
Now, if I were to flip thisscript, let's take tourism, for
(17:56):
example.
And let's say that people travelto a location, but they don't go
to that location year in andyear out.
They're just simply goingsomewhere unique.
And that particular destinationdoesn't have a lot of repeat
visitors, but it has a lot oftraffic.
Now, if you look at somethinglike that, you could imagine
that awareness campaigns on thesame scale as a transfer station
(18:21):
would not be as feasible becausethe long-term acquisition of new
customers is not practical.
Basically, you really want to goheavy conversions, heavy clicks,
heavy visibility from the momentthat that person begins looking
for that information.
destination tour or whateverthey're looking for.
(18:42):
And then you want to really lookat your KPIs more, less on
awareness necessarily, and moreon actual conversions, clicks,
and those traditional metricsthat you do bookings, phone
calls, you know, those justtypical kind of things.
So as you can see, if you don'thave the right person working
with you, you could be chasingKPIs that are kind of
(19:05):
meaningless or worse, you couldthink you're doing really good.
And in reality, you may be doinggood, but you could do a lot
better if you cultivated thatwith an awareness campaign to
further gain momentum.
And then keep in mind, yourcompetitors, if they're good,
they're thinking about thesethings.
Luckily, not a lot of businessesare really good about this
(19:25):
stuff, so they don't think aboutit.
But the ones that do think aboutit, they're also looking to do
the exact same thing to you.
And so there is this kind ofconstant battle and constant
adjustment, which is why youalways want to update your
offerings, look at markettrends, and keep your hand on
the pulse of what's going on inthe business with your
competitors to make sure thatthey don't overtake you or start
(19:51):
cannibalizing your customers.
So how do you kind of digestthis for your business and
properly put everything togetherin a way that's going to make a
model that makes sense for you?
For me, when I work withespecially new young businesses,
the challenge for me is, isgetting the owner in the right
(20:13):
mindset because this, this, um,myth of the internet that
somehow you just drop money intoit and then it's going to
magically increase your businessmagically make competitors go
away magically do all thesethings is is unrealistic and so
(20:34):
the idea is to understandespecially if you're a young
company that your goal obviouslyyou do want to sell but part of
this is an investment to getyour brand into the community to
where people see, recognize, andthen begin to trust you.
And then you do get exposed tothem on a 6, 10, 12, 20,
(20:59):
constantly in front of yourtarget audience.
And so once you get your mindsetright, the next thing is to
understand your target audience.
It doesn't matter if you'redoing KPIs of awareness if
you're targeting the wrongaudience.
And you'll be amazed at thenumber of companies that we
(21:20):
speak with, agencies andeverything, that are in the same
market as us, but we basicallyare paid to qualify those
agencies.
And what you'll find...
is that they know very littleabout audiences and trying to
segment out those audiences.
And so they kind of blanket anenvironment without fully
(21:40):
quantifying it.
So, for example, if youprimarily serve homeowners and
they blanket your services torenters and other situations,
then it's going to be lesseffective to that audience.
And now you're blanketing.
Sure, you're doing that.
And there are arguments that oneday renters become homeowners
and dot, dot, dot.
Yeah, that's true.
(22:01):
But if you're a young businessand you're trying to hyper focus
on the most viable customers,your audience would want to
target, say, for example,homeowners.
So the next thing you reallyneed to do is understand your
audience.
And if your answer is, well, wecan serve anyone.
then you're barking up the wrongtree.
(22:23):
Yeah, anybody could do anything.
Sure, why not?
But who's more likely to useyour services in your area?
And that's typically based uponyour position in the market.
You know, are you trusted?
Would you be better serving anolder community because they
don't want to have certainstyles of people in their home?
(22:46):
Would it be better to serve theyounger community?
You know, would it be better toserve people that...
or dog lovers or whatever, youwant to understand your target
audience to the end.
And if you've got somehistorical data about customers,
if you've got a sales departmentor you got whatever, then you
can kind of do the same thingwith these lagging KPIs by kind
(23:08):
of looking retroactively intowhatever you can get.
Like, for example, one thing wedo is we typically ask for
historic data and we break itdown according to zip codes.
And then if we cancross-reference that with with
the average cell per zip code,we can kind of see which zip
codes are more viable thanothers.
So that's a very high level, onething you could look at as well.
(23:30):
So once you understand that andyou understand your target
audience, the next thing thatyou're going to want to do is
you're going to want tounderstand that both, you're
going to need both the KPIs thatwe're all after, you know,
conversions, phone calls,booking, things like that.
But then also, we need anawareness campaign as well.
(23:51):
And again, You know, in betweenthat, there's where I would put
probably something like emailsand things like that.
So you want to be able tobalance the two and you want to
understand that your awarenesscampaign where you're going to
look at is my trafficincreasing?
Am I gaining more visibility onsocial media?
(24:13):
You know, those kind of things.
If I'm seeing those thingsbeginning to trend in the right
direction and I see that that'sgoing in the right direction,
then I can then Then I can startto assess whether or not the
awareness campaign is effective.
And basically, I know that thoseseeds one day are going to equal
crops, which will equal food,i.e.
equal real customers in the longterm.
(24:34):
And then you'll also begin tostart to take a little bit of
market share away fromcompetitors.
If they drop the ball or ifsomething happens or they become
busy and then the door opens upfor you, then that gives you an
opportunity to take that marketshare from competitors as well.
But that's not something that'sjust going to happen magically
overnight.
Someone's not going to dropsomebody just to drop somebody
(24:57):
because they saw a good ad.
Now, if your offer is reallycompetitive, you may compel
someone to take you up on youroffer if it's a throwaway item.
But again, those numbers,convenience and trusting someone
else, That also goes a long way,and all that ties back into
demographics.
So you see why you've got tokind of really process
(25:19):
everything that goes into thatdecision-making tree.
Now, if you've not had thisconversation with your Google
Ads guy, your marketing people,and this has not come to where
they're asking these questionsand you're collaborating on
this, then you need to sit backand you need to ask them, well,
(25:43):
what are you doing and how areyou making these determinations?
What are these indicators?
And don't let them just throwsome indicators at you and tell
you how many impressions thatyou got or something like that,
and then kind of get away withthat.
Because that's really not howthis game is played.
So once that's done, then you'vegot to think about a realistic
(26:04):
budget.
So every campaign has to haveits own budget.
Uh, what I mean by that is yourawareness campaign is one
budget.
And then your, uh, your, uh,Your traditional KPI campaign
will have another budget.
Awareness campaigns.
So a little footnote onawareness campaigns versus the
(26:25):
other style of campaign, yourtraditional, is an awareness
campaign typically is what wecall higher funnel, meaning that
if you go to integrisdesign.com,we have some little layouts.
And what those layouts do isthey show you exactly the buying
cycle of a person.
So let me deviate on the buyingcycle here for one second, and
(26:47):
then I'll come full circle.
So in the buying cycle, what youhave is people, typically they
start off by identifying thatthere is an issue.
Traditionally, what I use in theexample is a new movie comes out
and you see the trailer for thenew movie.
Okay, you've recognized theproblem.
You're at the top of the buyingcycle.
(27:07):
At the bottom of it is going tothe theater and seeing a movie.
So in between that is, well,what theater?
What are the offerings of thetheater?
What times and availabilitiesare there?
Are my family, are the peoplethat are going to attend, what
is their availability?
And then there's a booking.
And then you also have all thenoise of how people
(27:28):
traditionally buy movie ticketsanyway.
And so what they're used to oraccustomed to, those apps and
all those things.
So all that kind of goes intothe buying cycle process.
So at the top, you recognizethere's a problem.
And at the bottom, there's apurchase.
Everybody wants to be at thebottom of the funnel.
Well, in awareness campaigns,typically they're more higher to
mid funnel, meaning that you'retrying to hit people a lot with
(27:53):
messaging up there.
And those messages in awarenesscampaigns are a lot more cost
effective, i.e.
they're cheaper to broadcast.
And the lower funnel is the onewhere conversions happen.
So if you can imagine yourtraditional KPI should be more
lower end of the funnel, andthen your awareness should be
(28:15):
higher end of the funnel.
And basically, the bigger thearea...
that you're trying to blanket.
Like, for example, if we'redoing Asheville, North Carolina,
we would have one budget.
If we were doing BuncombeCounty, it would be a bigger
budget.
If we did Buncombe and HendersonCounty, it'd be a bigger budget.
And if we did North Carolina,obviously a bigger budget.
(28:37):
And so to understand exactlywhat you're trying to market and
who you're trying to market tocan make your budget where it's
more predictable.
And With all that, so once youget all that down, once you've
communicated everything, youunderstand your geographic
outreach, and again, yeah, youmight be able to reach that
person in three counties over ifyou're a small business.
(29:01):
But remember, what you're tryingto do, especially if you're new
to the game or you've not hadreally detailed help, is your
goal right now is to hedge yourbet and your money in the places
where people are more likely touse you that is best for your
business.
Yeah, I can drive three countiesaway if I'm an electrician, but
(29:22):
look at my travel time.
Look at the gas.
Look at all these other things.
So maybe I want to stay closerto home.
I really don't need thatbusiness that's that far out.
And so by concentrating morewithin the area, then you can
saturate that market more withyour awareness message, and you
can also do your traditionalKPIs.
(29:42):
And then what you can do isstart to gain momentum a lot
quicker by doing that.
Now, there's a lot ofsubtleties.
There are tons of subtleties inthis conversation.
For example, if it's Google Ads,well, what keywords are you
going to target?
Uh, then, you know, if you'redoing your awareness is, well,
what message do we want to have?
(30:04):
Uh, what colors do we want touse?
What imagery do we want to use?
Which imagery works the best?
And then if you even look onmeta, you'll see that there are
indicators, which, which arereally neat.
Some of them are like, uh, adfatigue indicators.
And what that does is it says,you know, basically are people
tired of seeing your ad and doyou need to freshen that up?
(30:24):
And so there's a what we do inbuilding these campaigns is we
try to get our clients to giveus updated offers or updated
information or updated somethingwhere we can freshen those
awareness-style campaigns,social media posts, et cetera,
to fresh offers.
(30:46):
Now, in closing, let's talkabout the email, where that kind
of fits into this.
So email marketing could be oneof your most powerful assets.
So what I mean by that is if youcan set it up.
Now, don't do sign up for ournewsletter.
(31:06):
Please don't use that.
No one wants to sign up for anewsletter.
That's like saying, well, yousigned me up for a bunch of junk
to show up in my mailbox everyday.
You want to make a compellingoffer with email marketing if
you're going to do it.
But let's evaluate the power ofemail marketing, if it's done
correctly, and if you're patientand willing to massage it.
(31:30):
So if you take it, and let'ssay, for example, you're running
a Google Ads campaign, and let'ssay that you are converting at
3.5%, 4% with your market.
Now, the remaining, if you givethem a very easy opt-in offer,
they may sign up for your email.
Now, if they sign up for youremail, then what you can do is
(31:52):
now you've captured a largersegment of that market who's
visiting your website thatnormally you would miss
altogether.
So you captured it.
Then what you could do is youcould set a series of emails to
go to that person.
Now, you want to plan it and doall those things.
But the idea is that now theysee your brand in their email
(32:13):
box.
It doesn't matter if they openit.
They see your brand.
in the subject.
You've just achieved one touch.
You've just achieved one morestep to gaining trust with that
person.
And then you send out additionalemails.
Well, if you send specialoffers, if you send things that
are of interest to that targetaudience, you're cultivating
(32:34):
those people to use yourbusiness in the future.
And there's very low overheadwhen you do something like that.
And so to set up emailmarketing, to show up in
someone's you know, email boxand then to get those offers
repeatedly to have thoseadditional touch points to gain
(32:55):
email addresses, which is, whichis, tough to do today.
When you gain those emailaddresses legitimately and then
they want to get your offeringand then you give them something
compelling without overwhelmingthem or frustrating them, then
what you've done is you'veachieved something very
substantial when you do that.
So don't underestimate the powerof email marketing, but Also,
(33:19):
you've got to think about what'sreally compelling and what's
practical for people that you'retrying to serve in your area.
And then once you've achievedthat, then that's that other
leg.
And to me, some people probablyput that more into awareness
style campaigns.
I put it more probably inbetween awareness and
traditional KPIs, gaining thoseemail addresses and then the
(33:41):
ability to be able to email themover a period of time.
And so you can imagine that, youknow, maybe you didn't gain
their trust now, but if you showup in a way that's effective for
them and you do garner thattrust.
Again, it's like planting theseeds and then waiting for the
crops to come out of the ground.
And so you just want to be ableto do that and you want to stick
(34:02):
to it.
And so the stick-to-it-ness iskind of tough because we all get
kind of tired of chasing things.
So hopefully this helps you outwith KPIs and gives a little bit
of clarity to KPIs and gives youan indicator on if your current
group is is providing you withsolid marketing or if they're
(34:25):
just kind of just doing, youknow, traditional KPI funnel
marketing and not really playingchess, but they're more playing
checkers with your money, whichis definitely not the way to go.
So thanks so much for listeningto Over the Bull.
I really appreciate it.
We have been overwhelmed withbusiness at Integrus.
(34:48):
And so at Integrus Design, youknow, You visit the website.
You're going to see thatcurrently we're not accepting
clients until at least mid-June2025.
And it's just because we've justbeen really busy this year.
But I'll keep the podcast going.
You guys can take thisinformation.
(35:09):
You can use it.
If you are interested in workingwith us, feel free to drop us a
line.
We do have a waiting list on thewebsite.
And feel free to put your nameand information in it.
And as availability becomesavailable, for lack of a better
word, we'd be happy to talk toyou about your business and what
(35:30):
you're up to.
But again, you know, for the– atleast through June 15th of 2025,
it would be more of– you know,that availability just wouldn't
be there.
So, uh, thank you so much foreverything that you do.
We really appreciate you tuningin.
We hope this helps you and yourbusiness and you growing your
business.
(35:50):
Uh, you know, business is toughguys and KPIs is one of those
things.
That's the lifeblood of yourbusiness.
If it's done right.
And if it's done wrong, it couldbe one of the biggest deceivers,
uh, that could, uh, hurt yourbusiness.
So, uh, best of luck until nexttime.
SPEAKER_00 (36:08):
Thanks for tuning in to Over the Bowl, brought to you
by Integris Design, afull-service design and
marketing agency out ofAsheville, North Carolina.
Until next time.
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