Ben Taylor

Does this matter? Are we reaching them in the spots they need to be? We were just kind of populating talking points, feeds and speeds, things that we wanted to communicate without actually stopping to slow down and think, do they care about this at this point?

I think it can. I think, again, if you're focused on it, I think success with content marketing is a happy accident. I don't think it's a process-driven success approach, right? If you're approaching it via the content and you have success, great. But you're not setting yourself up in a way that will systematically get you that success.

I think it can. I think, again, if you're focused on it, I think success with content marketing is a happy accident. I don't think it's a process-driven success approach, right? If you're approaching it via the content and you have success, great. But you're not setting yourself up in a way that will systematically get you that success.

I think it can. I think, again, if you're focused on it, I think success with content marketing is a happy accident. I don't think it's a process-driven success approach, right? If you're approaching it via the content and you have success, great. But you're not setting yourself up in a way that will systematically get you that success.

design thinking, on empathy map, on the actual experiential part of customer experience, which is do less, reach folks where it matters, try to put yourself in the minds of what they're thinking. And, you know, I'd say where we were spending a bulk of our time in production before, we're now spending it in trying to understand what our customers are thinking.

design thinking, on empathy map, on the actual experiential part of customer experience, which is do less, reach folks where it matters, try to put yourself in the minds of what they're thinking. And, you know, I'd say where we were spending a bulk of our time in production before, we're now spending it in trying to understand what our customers are thinking.

design thinking, on empathy map, on the actual experiential part of customer experience, which is do less, reach folks where it matters, try to put yourself in the minds of what they're thinking. And, you know, I'd say where we were spending a bulk of our time in production before, we're now spending it in trying to understand what our customers are thinking.

We're going to our sellers and having conversations. We're looking at industry studies of what matters. We're talking to more folks and actually putting ourselves in their shoes, which I think every good marketing organization does and every good customer experience organization does. But I think they tend to look after the fact and not sit there before and think, okay, I have this problem.

We're going to our sellers and having conversations. We're looking at industry studies of what matters. We're talking to more folks and actually putting ourselves in their shoes, which I think every good marketing organization does and every good customer experience organization does. But I think they tend to look after the fact and not sit there before and think, okay, I have this problem.

We're going to our sellers and having conversations. We're looking at industry studies of what matters. We're talking to more folks and actually putting ourselves in their shoes, which I think every good marketing organization does and every good customer experience organization does. But I think they tend to look after the fact and not sit there before and think, okay, I have this problem.

I am so-and-so bank. I am so, you know, I'm in an industry. I have this problem. I have this fear that I'm trying to address or this opportunity that I'm trying to address. What do I want to see? And that's where I want us to meet them, not at trying to yank them and pull them to something that we've created, but where are they naturally going to go?

I am so-and-so bank. I am so, you know, I'm in an industry. I have this problem. I have this fear that I'm trying to address or this opportunity that I'm trying to address. What do I want to see? And that's where I want us to meet them, not at trying to yank them and pull them to something that we've created, but where are they naturally going to go?

I am so-and-so bank. I am so, you know, I'm in an industry. I have this problem. I have this fear that I'm trying to address or this opportunity that I'm trying to address. What do I want to see? And that's where I want us to meet them, not at trying to yank them and pull them to something that we've created, but where are they naturally going to go?

And then talk to them in a way that resonates, that they care about, that helps them, right? And that drives everything else. Content, tactics, they all become the last thing that we focus on.

And then talk to them in a way that resonates, that they care about, that helps them, right? And that drives everything else. Content, tactics, they all become the last thing that we focus on.

And then talk to them in a way that resonates, that they care about, that helps them, right? And that drives everything else. Content, tactics, they all become the last thing that we focus on.

Get out of your silo. I mean, you're right. If you're looking for an ideal customer and you are just sitting in your echo chamber and having a conversation, you're not going to hit it. So you can do desktop research. You can see what trends are. But really, it's about slowing down, imagining you're somebody talking to sellers to reinforce that.

Get out of your silo. I mean, you're right. If you're looking for an ideal customer and you are just sitting in your echo chamber and having a conversation, you're not going to hit it. So you can do desktop research. You can see what trends are. But really, it's about slowing down, imagining you're somebody talking to sellers to reinforce that.

Get out of your silo. I mean, you're right. If you're looking for an ideal customer and you are just sitting in your echo chamber and having a conversation, you're not going to hit it. So you can do desktop research. You can see what trends are. But really, it's about slowing down, imagining you're somebody talking to sellers to reinforce that.

And to folks that are engaging with the actual customer, or if you have the opportunity to talk to the customer themselves, right. And get some of that feedback that that's people don't a lot of time for that. They take their 40 hours to 50 hours a week. They have production. They have checklists that they have to do.