02 | STT.ai

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Welcome back to Architect, a branding blueprint that builds authority.

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You did.

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Nicely done.

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Thank you.

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It was a little on the tongue.

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I'm going to kick it back over to Ryan so that we can get into this next section and

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then have lunch in a little bit.

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Great.

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Yeah, and I know the previous session was long and it was heavy.

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Everything gets a little more like light and fun and woo from here

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on out.

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But it's just so dang important.

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It's just so important.

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So I wanted to purposefully spend extra time there,

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both

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so that you'd have some time to really think about it we could dwell in it and kind of simmer in it and linger in

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it but i also just wanted to express its importance by the amount of time that we gave it because

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most people when it comes to branding they don't think about the stuff uh that we talked about in

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in the very first uh part they also don't think about what we're going to be talking about next

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which is how do we actually create authority how do we amplify

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the authority of our brand in some very specific

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and tangible ways

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How does that happen?

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How do we go about amplifying the authority?

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And what are some of those authority amplifiers,

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some of those levers that we can pull to instantly create some authority,

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even when we aren't truly there yet?

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So how do we model authority?

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Now, quick disclaimer,

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I'm going to be showing you a bit how the sausage is made.

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And what I did to come up,

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to really dive into this,

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is I studied who are some of the most authoritative figures

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and brands of all times.

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So I looked at major world religions.

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I looked at cults.

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I looked at thought leaders,

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types of people that everybody knows who they are,

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and they seem to come out of nowhere.

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And I tried to capture what are the unifying traits and characteristics that I see across

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all of these movements.

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Because really when a brand takes hold,

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when a brand takes over,

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what it actually does is it starts a movement.

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So we looked at the movements.

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Now I'm going to speak as we go through these.

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I'm going to use certain examples at times.

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And sometimes it can make me seem very insensitive about the

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particular movement that I'm talking about.

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And maybe there's a movement that you ascribe to.

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And I speak about it in a way that makes it seem invalid

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or that it's like merely an example.

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Please know I'm not trying to do that.

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Please know that I'm just trying to learn from everything.

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And I believe that marketing,

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branding, movements,

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they can be used for the forces of good or for the forces of evil,

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and we can learn from all of them.

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Oftentimes we can learn more from the ones that did badly than we can from the ones

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that did great things.

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Tragically so.

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But if something bad is going to happen,

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you better believe I'm at least going to learn something from it.

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Because that's who we are.

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It's one of our values.

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You saw that before.

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So, that's my disclaimer.

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Now, if you're in the route,

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you have this handout.

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This is the instant authority framework.

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These are the five ways that we have found that

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authority manifests itself,

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the five tangible ways in which authorities begin to look

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more like authorities.

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So we're going to touch on...

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each and every one of these.

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And I believe the download is also available if you're watching it on the live stream.

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If you're watching the recording,

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the download should be available somewhere.

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It also is in digital format inside the branding blueprint that you

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should already have.

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So the point is you got this.

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And if you don't,

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just draw some freaking boxes.

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You'll be fine.

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So let's begin to reverse engineer authority.

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What is the anatomy of authority?

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So we think about all authority figures,

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movements.

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One of the first things that they all have in common is they all have a plan.

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They all have a plan for your life.

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They all have a plan for your life.

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So you currently sell a product.

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You sell a service.

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But do you have a plan for success?

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Do you have a plan for success?

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You sell a product or a service,

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but have you connected what your product or service does with a greater

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plan for someone's life?

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Now, let me tell you what I don't mean.

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I don't necessarily mean a book.

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so a lot of companies say yep we got a book i wrote a book so here's my book you

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know what the problem is about books no one has ever read a book all right

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you have people who pastor

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churches professional theologians that have never read the bible but they know

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what the ten commandments are okay so when we think about a plan

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i'm not thinking about a comprehensive book a novel all right

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this needs to be distilled down to tablet form

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This needs to be distilled down to an artifact something that

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can be explained simply easily Passed along shared

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with others.

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That is a good plan These are stepping stones along the way.

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It is not a comprehensive user manual for your life.

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It is a general plan That's what we

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are talking about.

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What is the plan reference Dave Ramsey before love

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him hate him can't

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The man has created a movement.

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Second highest syndicated radio

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talk show in America.

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And he tells people to cut up their credit cards.

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You would not think that would be a popular idea and everybody wants to listen to him.

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Why? Because he has a plan.

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He calls them the seven baby steps.

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Step one,

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save $1 ,000.

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Step two, pay off your debt.

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Using the debt snowball.

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Step three,

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put three to six months savings in

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a fund.

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Step four,

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invest.

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I believe it's 15%.

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Step five is to fund college if you have kids.

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Step six, pay off your house.

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And then step seven is to give.

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This is his plan.

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These are his seven baby steps.

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Again, we don't need to have a conversation about is this good or is this bad.

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It's irrelevant.

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The point is he has a plan.

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And if you're someone who wants financial independence and you see that this person's got a plan,

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you're going to follow them.

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I remember going backpacking one time.

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I only did it once because it sucked.

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We slept in this thing called a tent,

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also known as not a hotel.

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I did it once,

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and the person who was leading it

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was called the guide.

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And the guide had two things that I didn't have.

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The first was a map,

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and the second was a compass.

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When you were lost,

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you followed the person with the map.

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You want to be an authority,

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have a map.

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We've written some books at Digital Marketer.

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Again, I don't think anybody has actually read them.

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Many of you have bought them.

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I appreciate that.

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I like that we've literally written the book on digital marketing

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at Digital Marketing for Dummies.

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I believe that some people have read it,

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but these books have not had nearly the impact

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on people's lives that this silly little napkin did.

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How many of you have heard the story of the million -dollar napkin who are in this room?

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Now, I can always tell how long you've been involved in this world by if you've heard

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the story of the Million Dollar Napkin.

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Because funny enough, I don't tell the story of the Million Dollar Napkin all that often anymore.

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The Million Dollar Napkin has been replaced a bit.

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But the year was 2006.

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My business was not doing well.

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It was doing fine before,

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and now it was doing very,

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very, very poorly.

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I'd overcomplicated things.

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I'd made it too difficult,

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too challenging.

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In addition to having a new wife and a new mortgage

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and a brand new baby boy,

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I also had tremendous amounts of debt.

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Because I'm trying to figure out,

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how the heck do I make this thing work?

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And I'm sitting at a bar at the Hilton Anatol in Dallas,

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Texas, just pondering,

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just drinking by myself,

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which they have a word for that,

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and trying to decide,

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what should I do?

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Should I go crawling back,

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ask for my little job back?

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Should I make a go and see if I can get this business to work?

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And I just said,

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OK, things have just gotten too dang complicated.

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And the only way I can simplify this,

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I remember having a conversation with a buddy of mine.

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year or two before.

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He said, doesn't it seem funny how all of these startups that come out now that are getting

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funded, their ideas are just on a napkin.

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We had this conversation just offhand.

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We had it briefly.

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The conversation was over.

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We both went on with our lives.

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That conversation I recalled right then and there in that moment.

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We're thinking,

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that's it.

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A napkin.

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If I can describe my business model on a napkin,

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then it's worth pursuing.

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And if I can't,

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then it's too complicated.

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I have no business pursuing it.

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And so sitting in a bar,

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I looked up.

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There was a stack of cocktail napkins.

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I grabbed one off the top.

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I borrowed a pen from the bartender,

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and I wrote this.

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I wrote the first marketing funnel.

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It was,

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let's have a self -liquidating offer,

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an entry point offer,

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a tripwire, so to speak.

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Have that go into a core offer for the people who buy that.

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Do a profit maximizer.

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The people that don't will put them in a return path.

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That became the million -dollar napkin.

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And this idea of the five -step funnel,

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lead magnet,

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tripwire, core offer,

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profit maximizer,

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return path,

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while many people haven't heard of the napkin,

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they've heard of the five -step funnel.

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It became a thing.

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This was the first plan.

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Now,

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I announced a couple years ago at Traffic Conversion Summit that while the napkin is good,

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it was incomplete.

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So we added to the napkin,

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and that became the customer value journey.

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There's lots of people at Digital Marketer now who they've never heard of customer value

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optimization, they've never heard of the five -step funnel,

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they've never heard of the napkin,

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but they've heard of this,

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they've seen this.

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This is the foundation.

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This is the plan.

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This is our plan at Digital Marketer for success.

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Eight -step customer value journey.

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Awareness,

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engagement, subscribe,

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convert, excite,

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ascend, advocate,

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promote.

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This is our plan.

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This is the plan for creating successful

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customers from scratch.

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This is the plan.

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You don't have to know every step to know that I've got a map.

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And if you're lost in the journey of creating customers from scratch,

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the mere fact that I have a map makes me an authority.

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I could have a map that is wrong,

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but that's the risk that you're probably going to be willing to take if

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you don't have a map.

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I heard the expression in the land of the blind,

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the one -eyed man is king.

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Authorities are often one -eyed men.

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Now,

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I'm not saying that you should have a map that sucks.

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This map is incredibly good.

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We worked really, really hard on it.

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If somebody follows the map,

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they're going to...

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Get where they're going.

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What I'm simply saying is sometimes merely having a plan is enough.

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Don't ever think this.

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You know what's working,

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by the way, when people are printing out your plan,

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and they're putting it on whiteboards and posting it on their

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walls.

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So what's your plan?

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What's the step -by -step plan for success that you have created

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for your clients and customers?

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Interestingly enough,

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it's important,

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if you're going to have a plan for them,

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that everybody agrees on where we're going.

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That's why vision matters.

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They first have to agree with what is

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going on now and where we're going for them to even

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be interested in hearing your plan.

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That's why if you don't have vision,

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it doesn't really matter.

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Our backpacking guide says we're going to summit that mountain

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over there.

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We're here,

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we're going to go there.

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Here's the map.

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Do you agree that you want to summit that one?

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I do today.

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Will I tomorrow,

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the next day, or the next day?

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No, I'll hate the fact that I went on it.

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But at that moment,

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did I agree?

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You better believe it.

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So I followed him because he had a map and I didn't.

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He'd been to the top of the mountain and I hadn't.

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What's your step -by -step plan for success?

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This takes your product,

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your service, away from merely product or service land and into the land,

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into the realm of real value,

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into use case.

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Never forget that nobody is buying your product or service

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because they want the thing itself.

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They want what the thing does for them.

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It's a vehicle.

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Two things that people buy.

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Transformation and identity reinforcement.

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Another way to look at it is transportation.

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Where's your product service going to transport them to?

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What less desirable before stay to the end that you're going to take them towards?

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Number two,

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specific answers.

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Authorities have specific answers to specific questions.

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Authorities have specific answers to specific questions.

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This is one of the first things that authorities forget when they become authorities.

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They float around 30 ,000 feet above the earth,

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and they forget that those pesky human things they're serving live down on the ground.

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We did this.

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I still do this.

12:03

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My wife says I'm prone to monologue.

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You may have noticed.

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But we at Digital Marketer for a very long time stopped

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talking about specific tactical things.

12:13

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And we started talking in these broad generalities.

12:16

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We published a product years ago called

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43 Split Tests.

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And one of the most valuable things that people got from it is we get questions

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S… Speaker 1 (02)

all the time.

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S… Speaker 1 (02)

What color should my buy button be?

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What color should my order button be?

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S… Speaker 1 (02)

Do you know what we said?

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S… Speaker 1 (02)

Orange.

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S… Speaker 1 (02)

You know what people did?

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S… Speaker 1 (02)

They went, thank you.

12:39

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And then they moved on with their lives.

12:41

S… Speaker 1 (02)

Now, later on,

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we were troubled to find that,

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S… Speaker 1 (02)

crap,

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S… Speaker 1 (02)

orange is good,

12:46

S… Speaker 1 (02)

but sometimes green works.

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S… Speaker 1 (02)

Basically,

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as long as it kind of contrasts and is noticed,

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it kind of works.

12:57

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Then we got into color theory.

12:59

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We're like, you know what?

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Red says stop,

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so it probably shouldn't be red.

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And so when people said,

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what color should the buy button be?

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We were like, well, really, it depends.

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It kind of depends. It depends.

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You want to make sure that it contrasts,

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but then you also need to factor in color theory.

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I mean, very often, orange is good,

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because orange is like red in that it's noticed,

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but it's not red in that it's a stop.

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But I'll tell you what else is good is green,

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because green means go.

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You've got to watch out with the shady green,

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because sometimes it gets really muddy.

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It can almost get brown.

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It can also blend in the background.

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And green is a really tough shade on certain monitors and resolution.

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You get this lime green that's almost angry and pungent to the eyes.

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So I guess what I'm saying is it depends.

13:38

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Well,

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you just need to test it.

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You should just test it.

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S… Speaker 1 (02)

And people went,

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S… Speaker 1 (02)

thanks?

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S… Speaker 1 (02)

Which is code for thanks for nothing.

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S… Speaker 1 (02)

Where are we going to go today?

13:54

S… Speaker 1 (02)

I don't know.

13:55

S… Speaker 1 (02)

I know we're generally going up there.

13:57

S… Speaker 1 (02)

There's a trail that goes over here,

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S… Speaker 1 (02)

another one that goes over there.

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If we go through this,

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we might get a little bit wet.

14:01

S… Speaker 1 (02)

If we go through this, we're going to be out in the exposed sun.

14:03

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Hotter today than I thought it would be.

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There's a way that I've never gone before that might work.

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I heard from somebody else that it did work.

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What do you think?

14:10

S… Speaker 1 (02)

Man,

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S… Speaker 1 (02)

I don't know.

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S… Speaker 1 (02)

You're the freaking guide.

14:12

S… Speaker 1 (02)

I asked the question

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S… Speaker 1 (02)

kind of like, hey,

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S… Speaker 1 (02)

how's it going?

14:17

S… Speaker 1 (02)

I expected a fine.

14:18

S… Speaker 1 (02)

I didn't expect a conversation.

14:20

S… Speaker 1 (02)

Where are we going?

14:22

S… Speaker 1 (02)

Are you an authority?

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Are you not?

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S… Speaker 1 (02)

Right.

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Are you an authority or not?

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S… Speaker 1 (02)

Which is it?

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Give some specific freaking answers.

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S… Speaker 1 (02)

I love this post.

14:32

S… Speaker 1 (02)

Just snarky headline that the New York Times ran back in 2013.

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S… Speaker 1 (02)

A revolutionary marketing strategy.

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S… Speaker 1 (02)

Answer customers' questions.

14:39

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Answer customers' questions and told the story of a

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guy that owned a vinyl pool company.

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And he was outselling all the other vinyl pool companies in

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his area at that time because he put up this newfangled

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thing called a blog.

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And on his blog,

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all he did was answer questions.

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And he did it in the beginning because he was sick of answering the same question over and over and over again.

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S… Speaker 2 (02)

So he just said,

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S… Speaker 1 (02)

like, you know,

15:06

S… Speaker 1 (02)

why should I pick vinyl over this?

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S… Speaker 1 (02)

And so he'd have the question as the title,

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S… Speaker 1 (02)

and the body of the blog post was the answer.

15:11

S… Speaker 2 (02)

And he just did a bunch of these.

15:13

S… Speaker 1 (02)

And everyone was like,

15:14

S… Speaker 1 (02)

this is genius, thank you.

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S… Speaker 1 (02)

And they'd go to his site,

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S… Speaker 1 (02)

see the answer to the question,

15:18

S… Speaker 1 (02)

say, God, it makes sense.

15:19

S… Speaker 1 (02)

Call him up and say, I want to buy one of your pools.

15:20

S… Speaker 1 (02)

He was so successful,

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S… Speaker 1 (02)

so influential in his area,

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S… Speaker 1 (02)

the New York Times read a story about him.

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S… Speaker 1 (02)

He then went on to become...

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Pretty dang good marketer launched an agency.

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I think he sold his agency.

15:29

S… Speaker 1 (02)

He now is partners with one of our certified

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partners, one of our certified partner agencies,

15:36

S… Speaker 1 (02)

Impact Brands.

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They were our agency of the year.

15:38

S… Speaker 1 (02)

His name is Marcus Sheridan,

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S… Speaker 1 (02)

and he and Bob Ruffalo run Impact,

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which is one of the top agencies in the country.

15:44

S… Speaker 1 (02)

His marketing secret?

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S… Speaker 1 (02)

Answer customers' questions specifically.

15:51

S… Speaker 1 (02)

Answer them specifically.

15:53

S… Speaker 1 (02)

I've referenced Dave Ramsey a lot because he does these better than most.

15:58

S… Speaker 1 (02)

Dave Ramsey runs a radio show.

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What does Dave Ramsey do every single day?

16:02

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Answers questions.

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S… Speaker 1 (02)

He answers the same questions again and again

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S… Speaker 1 (02)

and again and again.

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S… Speaker 1 (02)

You think he'd get sick of it?

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S… Speaker 1 (02)

I'm sure.

16:10

S… Speaker 2 (02)

I would.

16:11

S… Speaker 1 (02)

Does it matter?

16:11

S… Speaker 1 (02)

Nope.

16:12

S… Speaker 2 (02)

See,

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S… Speaker 1 (02)

we make this mistake as authority figures.

16:14

S… Speaker 1 (02)

We get smarter and forget that

16:19

S… Speaker 1 (02)

the same people with the same problems are showing up every single day.

16:21

S… Speaker 2 (02)

And even the ones that we educate and influence,

16:23

S… Speaker 1 (02)

guess what?

16:23

S… Speaker 1 (02)

They graduate and leave us very often.

16:25

S… Speaker 2 (02)

But we want to follow them.

16:28

S… Speaker 1 (02)

Or we only want to talk to the people who are at our level.

16:30

S… Speaker 2 (02)

That's not your job.

16:32

S… Speaker 1 (02)

Those people are called peers.

16:35

S… Speaker 1 (02)

You want to be an authority?

16:36

S… Speaker 2 (02)

You need to help people who are where you were,

16:40

S… Speaker 2 (02)

not where you are.

16:41

S… Speaker 2 (02)

But we don't do that.

16:42

S… Speaker 2 (02)

We get smarter.

16:43

S… Speaker 1 (02)

We want to talk about the stuff that entertains us.

16:44

S… Speaker 1 (02)

I don't want to just say orange.

16:47

S… Speaker 1 (02)

I want you to understand all the nuance,

16:49

S… Speaker 2 (02)

like I do.

16:51

S… Speaker 2 (02)

And they're thinking,

16:52

S… Speaker 2 (02)

I don't care.

16:54

S… Speaker 2 (02)

Right?

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S… Speaker 1 (02)

I have a site that sells organic tea.

16:59

S… Speaker 1 (02)

You know what I'm going to focus on?

17:00

S… Speaker 1 (02)

The best organic tea.

17:02

S… Speaker 2 (02)

I'm going to find it.

17:04

S… Speaker 1 (02)

I'm going to source it.

17:04

S… Speaker 1 (02)

I'm going to make sure it's packaged well so my customers love it.

17:07

S… Speaker 1 (02)

That's what I'm going to focus on.

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S… Speaker 1 (02)

You're my marketing authority.

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S… Speaker 1 (02)

Just tell me what the freaking add to cart button should be so I can get on

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S… Speaker 1 (02)

with my life.

17:15

S… Speaker 1 (02)

That's what they're thinking.

17:16

S… Speaker 1 (02)

Got it?

17:17

S… Speaker 1 (02)

Be an authority.

02

_Dürs

Bu transkripsiýa hakda AI-den sora