Marketing as a Profit Center

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Eddy Badrina is President of BuzzShift, a Dallas, Texas-based digital strategy agency that focuses on B2B and B2C client growth through the synthesis of business metrics, strategy, and creativity. In this podcast, he explores how digital marketing can revolutionize the brand CMO’s role from being an advertiser running a cost center to functioning as a Chief Marketing & Technology Officer, redefining IT, restructuring operations, and leveraging digital marketing and the online ordering experience to drive bottom line profits … and in a measurable way.

A company’s problems are best solved though hiring the right people, rather than requiring people to “spin their wheels” trying to do something they are not good at doing. Prospective employees take a StrengthFinders test, which identifies 37 strengths in one of four buckets: executing, strategy, relationships, and influencing. Eddy knows what he has to see in the results… and hires people who it BuzzShift’s culture, have the needed skills, and are strong in the areas where the company needs more strength.

Eddy has had the unusual experience of selling his company … and then “unselling” it. He reviews this on his blog in:”Unacquired: That Time We Sold Our Digital Agency and Then Bought It Back.” http://www.buzzshift.com/digital-strategy/unacquired-that-time-we-sold-our-digital-agency-then-bought-it-back

Eddy can be reached on the BuzzShift website at: Buzzshift.com or by email at: hello@buzzshift.com

Transcript Follows:

ROB: Welcome to the Marketing Agency Leadership Podcast. I’m your host, Rob Kischuk. I’m excited to be joined today by Eddy Badrina, President at BuzzShift based in Dallas, Texas. Welcome, Eddy.

 

EDDY: Hey, thanks for having me.

 

ROB: Great to have you, Eddy. Why don’t you start off by telling us a little bit about BuzzShift and about what you are great at?

 

EDDY: Sure. BuzzShift is an 8-year-old digital strategy agency based out of Dallas. What we’re really great at is combining data and strategy and then great creativity to help our clients grow. Our true north is growth. That’s all it comes down to at the end of the day.

 

I think what makes us great is that we focus on business metrics. As a business owner myself, and my business partner, Cameron, as we lead BuzzShift, as we talk to clients, one of the first things we ask is, “Hey, what does business success look like for you? What are the metrics associated with that?” Then we work our way back into the marketing piece or the awareness piece or the PR piece.

 

I think so many agencies are so focused on the marketing metrics that they lose sight of the overall business objectives, to the disservice of their clients.

 

ROB: Right. From a business metrics perspective, are you primarily dealing then with businesses selling to businesses? Are you also dealing with consumer-focused companies that have good business metrics wrapped around what they’re doing?

 

EDDY: That’s a great question. We have a variety of clients from B-to-B and B-to-C: retail, restaurant chains, sandwich chains, nonprofits, AI companies, high growth technology startups. Really, the commonality that we try to get to is either sales or leads. With our restaurant clients, it’s foot traffic. They call it butts in seats.

 

For our B-to-B clients, it’s usually lead gen. We can’t control anything beyond getting it into Salesforce and into their sales team, but everything before that, we are measured on—and we like to be measured on that.

 

ROB: Starting on that 8 years ago, were you focused on these business metrics when you started? Or was that an evolution along the way as you grew and found the business you were after that aligned with you?

 

EDDY: We were always focused on the business metrics. The way we went about it has evolved over the years, but Cameron and I—Cameron had come from an IT services background, so he had been a part of two successful marketing and technology startups. I had come from a telecom startup before that, and previous to that had worked strategy roles in the White House and in government.

 

So we were constantly focused on business metrics, things that mattered to stakeholders and shareholders. Even if we went about it from a purely social perspective or a purely SEO perspective or a purely paid media perspective, we were always focused on the business metrics to begin with.

 

ROB: That sounds like a heck of a journey on that side. In particular, I think—maybe dealing with either consumer or business, but particularly perhaps with consumer—is it ever challenging to get them to really align their marketing strategy and their content toward being able to measure foot traffic?

 

EDDY: Yeah. I think the marketing and sales teams—I’ll take restaurants, for example. Their sales team, their CEO, their COO are really focused on in-store sales, same-store sales, average ticket price. As we work backwards into the marketing piece, it really comes down to, I think we ask them right questions. It’s better than coming up with the right answers. The Western philosophy is to come up with all the right answers. I’m of Asian descent, and my parents and anyone before me always taught me it’s better to ask the right questions than to try to answer the right answers.

 

So we ask the right questions of these marketers. What it really comes down to is, how are you going to be measured? What’s going to make you look good in front of your CMO or your CEO?

 

The awareness that most marketers look at really whittles down to how many people are walking through that door, how many people are talking about us, and then getting other people to walk through that door. If we ask the right questions, we can usually get the marketers—even the ones who aren’t necessarily aligned with the sales metrics and the business metrics—to get to those.

 

A lot of it is education. To be honest, most CMOs and directors of marketing are coming out of this traditional mindset, and maybe they’ve got one foot in, one foot out. But as they tend to be more experienced and have more seniority in this field, they just tend to come from the TV, print, and radio backgrounds, which are all about impressions.

 

So I think it’s an education of marketers on the brand side to say, “Hey, you’re worth more than that. Your division is worth more than that. It’s not a cost center. It can be a profit center. You just have to know that there are metrics out there and KPIs out there that are kind of scary to put yourself in charge of and put yourself responsible for, but if you do that, and because we can measure those on digital—or at least get as close as we can in terms of attribution modeling to causality versus just correlation—we can make some really great strides in positioning you, the brand marketer, for success within your organization.”

 

That, I think, lights them up. Everyone’s after professional growth, so I think if we can make them look good by getting past the marketing metrics and really speaking to the COOs and the CEOs as a profit center—that is very, very engaging to them.

 

ROB: That’s a powerful opportunity for someone to create for themselves and for you to help them. If they come out of working with you saying, “I know how to leverage digital marketing to drive retail foot traffic,” that sounds like a very powerful statement.

 

And it sounds like you’re actually asking them the questions to help them educate themselves and what they already know about the business. You’re not trying to be the expert or position to say, “I know how to do this.” You’re helping them take what they know to make powerful statements about what you can do together. Is that fair?

 

EDDY: Absolutely. From a purely professional and what I would call an organizational perspective, what we’re allowing them to do is expand the scope and broaden their horizons as professionals. What I mean by that is if someone aspires to be a CMO or someone is a CMO, what CMOs are turning into are Chief Marketing & Technology Officers. So that gets into the space of IT, it gets into the space of operations.

 

Without stepping on toes, but really providing them leverage and a place of experience to say, “Hey guys, I know you’re running IT this way, but if we’re going to increase sales, we really need to look at online ordering and delivery—not from an IT perspective, but from a sales and marketing perspective.”

 

When they start to talk like that, there’s a lot of friction. Don’t get me wrong. There’s a lot of friction within organizations when CMOs start talking like that. But, friction isn’t bad, especially when it leads to company growth. The CEOs and the COOs are the ones who really start to take notice when the CMOs bring in a marketing agency like us and say, “BuzzShift has got some thoughts on how we’re doing online ordering or how we’re doing delivery—which affects logistics, which affects customer support, which affects all these things that I’m not in charge of, but I really do think from a company growth perspective you should listen to them.”

 

Then they’re seen as people who are innovative and bringing about change within the company, and they’re introducing us more to the CIOs and the COOs of the world who honestly looked at us before as just a marketing agency.

 

ROB: Right. That has to be a challenging transition for a lot of IT, to shift online ordering from something that is a feature and a checkbox into something that is a process and an experience and a business driver.

 

Whether it’s someone who’s your customer or not, who does a great experience that a listener might be able to go out and see someone doing a great job of online ordering—as an excellent experience that drives the bottom line?

 

EDDY: Let’s see, from an online ordering experience—I wouldn’t name any one particular brand, but the Uber Eats, Favors, DoorDashes, and Postmates of the world have taken that experience to such a level that, honestly, a lot of the restaurants are looking at them and saying, “Why invest in doing our own IT systems, our own delivery systems, when we can just use them?”

 

That’s their key value prop to restaurants: “Don’t invest your capital in this. We’ve already built the user experience. Let us do that, and then let’s work together and you guys figure out the backend of it, how you get the sandwiches made or the dishes created and get it to our runners and our drivers as quickly as possible.”

 

So I would point to those guys, those delivery services as the folks who are really leading the way in terms of user experience.

 

There are some restaurants, like Jimmy John’s, that are trying to do it themselves. And then there’s a hybrid; they do it themselves and they’re also available via any of these delivery services. The hybrid one tends to be the most expensive, but you have the most control. The one where you’re doing it only yourself, you do have control but your revenues aren’t as great as if you use an amplifier such as DoorDash or Postmates.

 

ROB: Interesting. It’s interesting you mention Jimmy John’s. They certainly come to my mind when you think of an online experience. I think what you see with them is they have such an end-to-end focus, even in the store, on operations that it makes perhaps more sense for them than for a lot of people. I hadn’t really thought about it—other than I would like to get a tour and an inside look into Jimmy John’s operations someday. Maybe they’ll let me, maybe they won’t.

 

EDDY: That’s a good point. They’re taking the corporate approach to vertical integration. I wouldn’t be surprised if one day they have their own farms and bakeries and whatnot. They’re sourcing everything, they’re controlling the product from beginning all the way to handing it off to you. There are great pros to being totally in control of that experience.

 

The con is, just as in any vertical integration, that you’re responsible for everything—responsible financially, responsible operationally—and the investment in that is pretty heavy as well as the regulation.

 

ROB: You mentioned partners, you mentioned getting this started 8 years ago; what led you to start BuzzShift in the first place and led you to join up with the partner or partners that you did?

 

EDDY: That’s a good question. My background was in strategy and communications. I spent 6 years in Washington D.C., working for the federal government in various aspects of foreign policy and then strategy. The last 2 years, from ’04 to ’06, I was President Bush’s Asian-American spokesperson or surrogate to the Asian community here in the U.S.

 

What that allowed me is to, from the highest levels of power, get a good view of what strategy looks like and get a good view of how everything works—in government, in the procurement perspective, in terms of messaging and communications. But what was missing for me, even as I came back to Dallas and went into the private sector, was execution. I saw all these consulting companies doing a fantastic job of recommendations, but then when companies would try to implement those recommendations, they would either fall flat or fall short.

 

It’s just because you lose translation from the consulting recommendations, and honestly you lose a little bit of practicality. Consultants rarely can run their own businesses. They’ve rarely operated a P&L or had to run payroll or anything like that. So their recommendations are a big theoretical.

 

I was just missing the practicality of it all. My business partner was coming from an IT background; he was an advertising major with an IT background. He started an IT company when he was 17. What he saw was agencies were executing, but they weren’t executing with strategy. They were just going willy-nilly on certain channels.

 

We still get clients who come to us and say, “We need help on social,” and they go straight to the technology. They don’t really consider the people or the objectives or the strategy before they consider the technology.

 

Cameron and I are yin and yang. We’ve been blessed to have overcome a lot of obstacles that a lot of business owners have honestly not been able to overcome. We lasted longer than 2 years as a startup. We bootstrapped it. We didn’t have any loans or any lines of credit, so we bootstrapped the whole thing. We stayed together as business partners, and then in 2016 we were actually acquired. So we got an exit that was a great, great multiple and what we were looking for. Then 11 months later, we had the opportunity to buy the company back, which we did, and we came out of it looking pretty good as well.

 

So we’ve just been able to hit all of those marks in these 8 years. We’re super fortunate and very thankful to have the team around us that we have and have the opportunities that we do. But really, it was all started because I saw the strategy and no execution, and he saw all the execution and no strategy. We just joined forces and that was that.

 

ROB: That sounds like a pretty fascinating story all along the way. I’m finding on your blog a post that we can probably dig into deeper—“Unacquired: That Time We Sold Our Digital Agency and Then Bought It Back.” Maybe that’s a good footnote to put in the notes here and revisit at a time down the road.

 

EDDY: Definitely. [laughs] We could have a whole conversation just on the acquisition process. Without throwing anyone under the bus, without naming names or numbers, I had so many lessons learned just from the acquisition process.

 

At least in my cohort here in Dallas and the folks I know around the nation who are business owners, I’ve had multiple conversations on, “Man, how did you do that? How did you not go sideways with your business partner? How did the acquisition go?” And then, “How did you come out the other side?” I had an hour-long conversation on just that.

 

ROB: That sounds pretty amazing. Maybe related to that, maybe we can draw a couple of life insights. What are some things you learned building BuzzShift that you would do differently next time?

 

EDDY: Oh man, what haven’t I learned? I got my Master’s in Public Administration and International Affairs, and after the White House I thought about going back and getting my MBA. What I realized, in between the telecom startup that I did and now, I’ve gotten my MBA. It’s hit all the marks of education, it’s hit the marks of case studies, and it’s hit the marks of networking. My network of fellow CEOs and founders is quite large because of the 8 years of persevering through running this thing.

 

But I would say the first thing that I learned was get a good lawyer and get a good accountant. I can’t even stress that enough. It costs so much in the beginning that I think a lot of entrepreneurs are like, “I don’t need to spend on that right now. I need to spend it on my product or I need to spend it on marketing or I need to spend it on this person being hired or some office space” or whatever—man, having good contracts and then having a good accountant has been the key to our success. And when we’ve not used them, it’s been some of the biggest mistakes we’ve ever encountered.

 

So, spend the money upfront. That’s my first lesson learned. It’s all right. It will be all right to sink that money into a good lawyer and a good accountant.

 

Probably the second thing I learned was culture matters most. It’s a cliché, and you don’t think culture matters in a small organization compared to an Amazon—and I recently had the chance to go to Amazon, the mothership up in Seattle, and spend some time with some Amazon executives up there, some of whom are my friends. They gave me a lot of insight as to how Amazon and their leadership principles (LPs) have been promulgated across offices and across their tens of thousands of employees.

 

All that to say culture matters there and culture matters with us. There’s an earlier post somewhere on the blog just talking about how we hire. The hiring process has been the single best indicator, both leading and lagging, of how our company health is doing and the trajectory of our company. It has all come down to the hiring process.

 

I have a psychology background. My major was in psychology, which is totally mind-blowing to everyone I meet who thinks I was a business major or something of that nature. But I got a Bachelor’s of Science in organizational psychology, and I’ll tell you—again, being very fortunate, we have a pretty good brand, so we don’t do any outbound marketing and we don’t do any outbound recruiting. It’s all inbound.

 

It’s obviously increased every year, but we probably get 10 to 12 applicants a week on our website, just through our website. They find us, they’ve heard about us, or they’ve googled us. When we get those people in, the first thing that we do is that application is. As soon as they press “send,” it’s automatically emailed to all of our hiring managers as well as us. So everyone sees it even if it doesn’t apply to their particular practice.

 

We’ll review them, and if they pop out we’ll schedule an interview for them. We look at their LinkedIn, we look at their résumé, and then if they’re a designer or an animator or a photographer we’ll look at their portfolio—Dribbble, Bëhance, any of those. Once we schedule that interview and bring them in, if we like them, we automatically give them a StrengthsFinder book. We gift it to them. It’s the best $17 you’ll ever spend on an interviewee.

 

There are a lot of different tests; we just stuck with StrengthsFinder because it’s pretty easy. It’s a 20-minute test and it gives us a good framework for how to look at them. We get their StrengthsFinder test back, and if they don’t have one of two things in there—actually, they have to have them both. StrengthsFinder is like 37 strengths—are you familiar with StrengthsFinder?

 

ROB: I am, yeah. When you buy the book, it comes with a code for the test included, right?

 

EDDY: That’s correct. What we’ve done is we’ve even hijacked that. We buy the codes straight from StrengthsFinder and we just email them to the interviewee. When they finish that test, they get the PDF version of the book as well as their top 5 strengths, and they email that back to us.

 

StrengthsFinder has an accompanying book called Strengths Based Leadership. By the way, I’m not an affiliate for them; I’m getting no money for this. We just love it. But Strengths Based Leadership puts each of the 37 strengths into one of four buckets: executing, strategy, relationships, and influencing. You can kind of guess where each of those lie in terms of organizations.

 

Anyone who applies here has to have at least one executing strength and one strategy strength. If they don’t, we don’t even bother going to a second interview. It’s because, in Cameron’s and my own experience when we started the company, there was actually a third founder who didn’t work out. One of the reasons it didn’t work out was because I made everyone take StrengthsFinder, and Cameron and the other individual overlapped in 3 of their top 5 strengths. The odds of that are astoundingly low, but they overlapped. Cameron and I only overlapped in strategy.

 

What we realized was that we cannot have two people with the exact same strengths in a small startup like this, because we all have to be doing different things. We all have to be wearing different hats. We just have to divide and conquer.

 

The other piece of it was that Cameron and I, as many strengths as we had in strategy and in relationships and influencing, neither of us had a strength in execution—at least, not a top 5 strength in execution. That’s really hard when you’re starting up a business and none of your strengths are in executing and just getting things done.

 

You can guess who our first hire was. That guy had 3 executing strengths and 1 strategy strength. It was beautiful. He was one of our longest employees before he went off and did his own thing and started his own gig. But that first guy was crucial to our success, and we would’ve never hired him had we not looked at strengths and said we need to know our weaknesses, and our weaknesses are in execution. We have to compensate for those, and it can’t be through spinning our wheels. It’s got to be through hiring.

 

That’s why we use StrengthsFinder. We continue to use it, and it’s been one of the best things we’ve ever done.

 

ROB: That’s an amazing lesson. Number one, you’re using someone else’s wisdom in your hiring process, and there’s no shame in that. It’s very wise. I think another key takeaway there is hiring your weaknesses and having no shame at all in that. That helps you get better, and part of that is you know what your weaknesses are because you’ve done that analysis.

 

EDDY: Yeah. It’s a personal thing, and a lot of entrepreneurs fail because, maybe they know their weaknesses, but they don’t accept them and they don’t acknowledge them. You look at every successful entrepreneur, big or small—you don’t have to scale. Some entrepreneurs don’t have the gift of scaling, but they can run successful businesses all day long.

 

I think the commonality you’ll see in them, even if they don’t acknowledge it publicly or to even their employees, they will acknowledge it within themselves. “Hey, I’m not good at this and I need to hire out for this as quick as I can.”

 

One of the things that I learned and that I pass on to every other entrepreneur is, list from top to bottom, and tiered in terms of importance to the business, list out what you ought to be doing—A to Z. In the beginning, it’s everything. You’re doing marketing, you’re doing sales, you’re doing payroll, you’re checking the bank account every day, you’re applying for loans, you’re mopping the floor.

 

Then, next to that list, list out what you really want to be doing in terms of importance. What you’ll find is, most people list out the importance and what’s most important for the company is usually not their favorite thing to do, but they spin their wheels at it because it’s one of the more important things to do for the company. Usually that’s accounting. Usually that’s payroll. Usually that’s some sort of number crunching.

 

What I tell them to do is: stack rank what you love to do and what is important for company growth and health, and then at the bottom of those lists, start hiring out like crazy. As soon as you can, hire out for it. Because your time for an entrepreneur, as the business grows, your internal hourly rate grows and grows and grows.

 

We all have limited time and resources, so a lot of times we’re using our expensive hourly rate to do things that are relatively inexpensive to hire out for; we just don’t have the capital for it, and that’s totally understandable. But as soon as you have the capital for it, hire out. Because your hourly rate will grow, and all of a sudden, 3 or 4 years down the line, your internal hourly rate is probably on the order of $500 to $700 an hour, but you’re spinning your wheels running payroll or doing spreadsheets at $100 or $50 an hour. That makes no business sense at all.

 

So then what are you doing? You’re taking out loans to then hire for people to be doing what you’re doing—on top of not recognizing your own hourly rate and the investment that you should be investing in, you’re putting on interest in terms of a loan or a line of credit on things that you should be doing, like sales. Salespeople are your most expensive hires. But who’s the best person at selling other than the person who started the business?

 

From an agent’s perspective, I have a hard time looking at agency salespeople and taking them seriously because they’re selling, but your agency is creative, it’s strategy, it’s paid media. I don’t know a salesperson that can even talk to a tenth of what my paid media managers or I can talk about paid media. So why would I want them out in the field trying to sell?

 

ROB: Right. Changing gears a little bit, what do you see that’s changing in marketing or coming up in marketing or for you at BuzzShift that’s exciting and interesting to you?

 

EDDY: Back to the earlier piece, we’re telling everyone who will listen—clients, audiences, whatever—stop being an advertiser and start becoming a marketing technologist. To my earlier piece, the CMOs becoming the Chief Marketing Technology Officer.

 

It’s because a lot of advertising is going to the digital realm. That’s just where people are. And on that digital realm, currently roughly 70% of all online media is owned by Google and Facebook and their various assets. By 2020, we’re seeing predictions of 90% of all online media are going to be controlled by Google, Facebook, and Amazon.

 

Like the Gretzky saying, skate to where the puck is going to be. Where are you skating towards? If you’re skating towards anything other than Google, Facebook, or Amazon, you’re missing out. You’re already behind the eight ball in terms of a professional, and you’re already behind the eight ball when it comes to an agency. That’s why we have to be focused on technology and how we can utilize it.

 

The other reason is because technology is shiny. It’s the shiny object syndrome that we encounter a lot with marketers. If you’re not a good technologist, you will get caught up in that syndrome too. You have to be the one who’s speaking reason and diligence to these marketers in saying “Guys, yes, I know your 14-year-old is on Snapchat. Just tap the brakes a little bit.” Let’s experiment in that, absolutely, but man, don’t throw a lot of your budget into those things.

 

Meanwhile, you’re showing still photography on Facebook and on Instagram and you’re not optimizing your Google ads and images and the Google Shopping network—you’re not optimizing that, but yet you’re focused on Snap? Really? We have to be speaking wisdom into the crowds that are just after the shiny objects. I think that move in the technology has to be beaten into marketer’s heads.

 

I would say another thing that we’re looking forward to is just the digital landscape in 2018 is the golden age for users. We have this slide that we use for our clients when we do presentations—I would call 2009 to 2017 the golden age for brands. Hundreds of posts a month, organic reach was all over the place, boosting your posts to fans. Brands were just clobbering people on Facebook.

 

Well, recently Facebook’s pushed back and said, “Brands, not only are less than 1% of your fans ever going to see organic posts, we’re now even going to reduce that so that people can get back to seeing their friends’ and family’s posts.” It’s really become user-centric, which is where web design has been for years, and user experience. But you’re seeing this melding of user experience, user interface, and then ads and media because that’s where it’s all going.

 

Even in Facebook and Instagram now, we’re seeing 8 to 10 posts a month targeting with ads. Our community managers are spending way more time engaging on ads that only a few people will ever see, a targeted group will ever see, than engaging on organic posts. So 20% of their time is spent on organic posts; 80% of the community managers’ time is spent within ads, engaging with folks who are being targeted and who are liking, commenting, and sharing those posts.

 

Social ads, beyond just boosting posts, which I like to call—it’s great for Facebook—but boosting a post is like the McDonald’s of Facebook ads. It’s cheap, it’s easy, and it’s totally unhealthy for the business or the brand.

 

ROB: Awesome. [laughs]

 

EDDY: Yeah, Facebook’s business manager is almost as robust as Google ads’ manager, and people need to take a look at that as they’re running their social ads. And right behind them is Amazon. Amazon’s got a way to go in terms of their backend interface for businesses, but in terms of their raw product and what they can provide and the eyeballs and the actions, the conversions they can provide, it’s almost unmatched.

 

ROB: Wow. Is Amazon primarily helpful—when I think about it, as someone who does not advertise on Amazon much, I still think of product ads. Is it primarily for people selling products, or are there opportunities in B-to-B or in broader consumer opportunities as well on Amazon?

 

EDDY: That’s a good question. It is product-based right now, but you would do yourself a great service to find ways to exploit that platform for non-product uses. For instance, just think about—again, skating to where the puck should be or ought to be in a year or two—Amazon’s Kindle ads are killing it in terms of impressions, in terms of getting people to look at a certain offer.

 

Is it a far stretch for them, on the Kindle ads or on the Fire ads or on the Amazon TV ads, to go straight from there into a service? It’s not. Amazon sees that. Little do people know, Amazon’s starting a professional services platform focused on plumbers, electricians, and all these professional services. It’s going to be an Angie’s List, but Amazon. All the reviews and all the backend that Amazon has—that’s coming. It’s already out there. It’s still very, very rudimentary, but it’s out there.

 

In the same perspective, Amazon are starting to get into the procurement field. Say for instance someone is selling office furniture. They can get on Amazon, they can become an Amazon business vendor, they can go through all the procurement requirements that Amazon can put up in advance.

 

Amazon will then go into the government municipality corporate procurement offices and say “Guys, we’ve got this purveyor of office furniture who has just jumped through all of your hoops. We’ve already set the hoops up; they jumped through all the hoops. All you need to do is go to our platform—oh, and by the way, you don’t need to order in groups of 10 or 20. You can order 64 of them, in red, right now, off of our platform.” Is that that far of a stretch to then say, hey, we want to have services on here as well for corporate procurement or government procurement? It’s not a stretch at all.

 

While it’s not necessarily on there right now, man, the futurists, the entrepreneurs are already looking on there and just setting up shop. It’s kind of like Cuba. I’m a foreign policy buff; it’s my background. It’s kind of like Cuba. People in Miami and in Houston and all along the coast, they’ve got jets fueled up and ready to go. The instant that Raúl Castro or his incoming president says, “Walls down, come on in, let’s do business,” they’re in it to win it. They’ve got their plans set up, they’ve got their contacts in place, and they’ve got their jets fueled up, ready to bring in supplies.

 

Same thing. As an entrepreneur, you’ve got to have your jets fueled up going into Amazon. You have to.

 

ROB: Amazing. So many great tips here, Eddy. When someone wants to reach you and wants to reach BuzzShift, how should they find you?

 

EDDY: Buzzshift.com is our website. They can email hello@buzzshift.com and it’ll come to me and my business partner. That’s really the best way to get a hold of us. We’re always coming out with new content. It may not necessarily be on our site, but we’ll link to it, whether it’s a presentation—Cameron’s in South Dakota right now presenting to the AAF and a bunch of technologists up there.

 

We’re just trying to be out there, but a lot of that will reside on the website or on our social platforms. Facebook, Instagram, they’re all just @buzzshift or /BuzzShift. That’s how you can find us.

 

ROB: Very solid. Thank you for sharing so many insights. I feel like we need to find a way to have you back to talk about acquiring your agency back, about—goodness gracious, about advertising on Amazon, so many things. A special thank you today to Mathew Sweezey at Salesforce and Pardot for this introduction. We couldn’t do it without Mathew. Thanks again, Eddy. Thank you so much.

 

EDDY: Absolutely.

 

ROB: Great talking to you.

 

EDDY: Take care.

 

ROB: Take care.

 

Thank you for listening. The Marketing Agency Leadership Podcast is presented by Converge. Converge helps digital marketing agencies and brands automate their reporting so they can be more profitable, accurate, and responsive. To learn more about how Converge can automate your marketing reporting, email info@convergehq.com, or visit us on the web at convergehq.com.

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