Starke Marken müssen nicht polarisieren

0:00So, brand has three main metrics. One, which is influence, which is how likely it is to change someone's behavior. So, if I show someone a brand and they react in any way, they recognize it and they they they do something about it, then we have influence. Second is direction. Are they changing the way we want it? Are they running away? And third, how many people it changes for.

0:25That's it. So, if I show it to 100 people and 100 people react versus two people react, the 100 person reacting, at least recognition, that is the reach. How many people it changes it for. So, take it to the hypothetical extreme. A small, weak, and neutral brand, very few people recognize, and the people that do don't care that much about it either way. And on the other polar extreme, you have a large, large, strong, positive brand.

0:51So, that would be lots of people recognize the brand, it changes the behavior when they see the brand, and the behavior is generally towards. So, they try to do in accordance with what that brand is asking someone to do. And I want to make this point. A lot of people have this misnomer that any strong brand is polar. That because lots of people love it, lots of people also have to hate it. Now, I say this by percentage, not necessarily by absolute. If you have If the whole United States knows who you are, you're going to have a percentage of people that hate you just cuz there's crazy people. And that's not what we're talking about. I'm saying, is there a brand that can't have that kind of status that isn't polar?

1:27So, I'll give a polar example first. So, I have the silhouette of Donald Trump here, and he has a very strong brand. He has a big reach, lots of people recognize him, even just the silhouette alone, people recognize. He has strong influence, as in the percentage of people that when they see this have a reaction in either direction, positive or negative, but just that they react, shows that he has strong influence. And then third is the direction. Now, for him, he is polar, meaning many people move towards him very strongly, and many people move away from him very strongly.

2:00And so, many assume that all brands are that way. And that's just because there are many examples of that, but it doesn't mean it has to be that way. And so, I'll give you a different example. So, some brands manage to change many people's behavior towards them all at once. And so, like Taylor Swift, sure, I'm sure she's got some crazies, don't get me wrong. But, the vast majority of people who see Taylor Swift recognize her, she changed their behavior, and most of the time it's towards her. So, she is a large, positive, strong brand.

2:31This is also personally why I think the idea of like seeking out controversy absolutely gets you recognized, but you don't have to make that trade. You can actually just build a strong positive brand. Mother Teresa has a strong positive brand. A lot of people know her, influence a lot of behavior, did a lot of good stuff. Most people wouldn't like, "I hate Mother Teresa." Some people do, but most people don't. And the same thing goes with Apple. A lot of people like their products. I'm sure there are some tech geeks that are like, "Android's way better." Right? Or like, "PC's awesome." And that's great, that's good for them. But, the vast majority of people who encounter the product like it, which is why they're one of the largest companies in the world.

3:09So, all those examples that I gave to you up to this point have assumed a large audience. And I do that because this is a presentation, and it makes more sense for me to work with you on stuff that you already know. But, this concept carries independent of whether you have large reach, and this is why it applies to you. So, if you had a small audience with high influence, what would you have? Your mom and dad. They are high influence, as in most people when they see their parents, their behavior changes.

3:37They have low reach, cuz for you, they're only your parents. They might not be any other people's They might be some other people's parents, but not many very many people's parents. Uh so, you have low reach. Um and it will be your behavior will towards for some, and away for others. Meaning, some people hate their parents and don't want to do anything they say and some people like their parents and do whatever they say and there's a lot of people in between. And so that's how we measure if what we're doing to grow our brand is actually working. Are more people finding out about it?

4:06Are more people changing their behavior when they do it and ideally are they doing that towards the direction that we want them to go? So if I say, "Hey everybody, go click here, go download this thing, go attend this event, go buy this product, whatever it is." If a lot of people do that, then we know that the brand is growing. And so we want when we want to build our brand, we want to pair our stuff with the things the highest percentage of our ideal audience like. And so whenever we pair anything with a brand, because especially if you're starting out, everything is new.

4:36And so every new pairing has risk. And so you risk losing a certain percentage of your audience who has a bad experience with the thing you pair. There's always that risk. There's always going to be some people who don't like something you do. If anyone's seen a small town band go hit it big, some of the old timers are like, "Oh, they sold out. They did whatever." But what they did was they gambled the short-term loss of that local audience potentially for a much broader bigger audience. So they made a bet, they did lose people, they did gain people, they just gained more than they lost.

5:05And so to the same degree when you make that bet as the local band, you risk gaining other people who have had a positive experience with this new thing. And ideally we have more green than red. And so those new pairings, the new pairings you make with a brand always lose audience, right? He sold out, I like the old stuff better. This also happens with content, by the way. And so this person is the red bucket, fantastic. And the new stuff might also cause people to say, "No, this new stuff rocks." And that person is in the green bucket.

5:33And so whenever you try to grow and you make any new pairing, meaning you make new content, you make a new genre, you make a new song, you make a new anything, you make a bet that more people from your ideal audience will like the pairing than people who don't. TLDR, that you'll net an increase in reach, influence, and positive direction. And so, my ask for over here is don't let the five mean comments stop you from gaining the 500 new people who like the new thing.

6:04So, let me finish with a real-life example to make this whole thing real for you. I want to associate myself with business value. So, I associate myself with making people money and growing their businesses. So, there's me, there's me making content, and then ideally money. And so, the best way I can do this is make content for the small business owner kids to consume and books for them to read and use so that they then profit.

6:30The good thing. And then they associate that growth and profit with me. And so, then they consume more of my stuff. They drink the next soda. They buy the next shirt. And so, the next time they wanted to happen again, they take the action, or they have a higher likelihood of taking the desired action. And equally important, people who don't like business stuff won't like my stuff, or they'll just prefer to watch other things. So, you've got this married couple, they say, "We hate people who talk about money." They're probably not going to like my stuff.

7:02And that's okay. But, people who like business, have a business, or trying to start one, might want more. And this grows the bread. Because people consume the stuff, and they say, "Hey, you got to check out Alex's stuff." And then that person they tell to says, "Right on." They check it out, they get that positive outcome, they make the pairing as well, and their brand grows. And ideally, with my ideal audience.

7:27And so, to see this in action, if you use this information from today to make money, good branding has occurred. If you're business owner and you're not growing as fast as you'd like, I'd like to give you a free gift. So, my team and I put together the $100 million scaling roadmap, which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through and more importantly, where they got stuck and how they got past it. And so, we broke it into these 10 stages and we made this little kind of quiz thing where if you put in your business information, it'll tell you where you're at and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources and finance. And so, no matter what you're struggling with, someone else has already struggled with it and solved it.

8:12And so, I'd like to give you this thing absolutely free. You can go to acquisition.com/roadmap, plug in your business information and if you want us to actually help you deconstruct your business and you're trying to scale, we'd love to help you out. On the thank you page, you can just book a call with my team and we will look at the business, see if we can help and if we can, we'll invite you out to Vegas and we'll do this in person live.