Ted Dhanik
speaker
84 appearances
1 recordings
1 series
first heard Nov 2024
last heard Nov 2024
Ted Dhanik’s voice in public audio — every appearance, attributed to the second.
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Appearances
So without me being able to go public, selling the dream to acquire anything that was private was is kind of impossible because they don't have the ability to liquidate their shares whenever they want to. Right. So there is a purpose for that and a world for that. A lot of times people prefer to stay private.
There's some really huge businesses that are private that will never go public, which, you know. at that, you know, there'll be a right fit for that too. But yeah, we ended up going public and I learned a lot, got my ass kicked a bit, you know, and then we won and then, you know, lots of things, you know, it was pretty crazy.
But I did learn one thing that was really great was when you're public, you can raise money in 24 hours, which is you can't really do that in a private business when the markets are weird. Whether markets are weird or not, if you're trading and you have a share price and you have some volume,
You can issue shares at a small discount to a broker and you can raise as much money as you want overnight, which is kind of crazy. You can have an ATM machine at the market facility and you can literally issue yourself shares and liquidate them on market, which is really crazy. To go public, it's a lot of work. I know how to do it. You can reach out to me. You can hire me.
I'll teach you how to do it. And there's lots of alternative markets too, like Australia, Canada, Frankfurt. All those markets are great. And then you could graduate pretty quickly within three to six months to the NASDAQ. That's also very easy too, instead of filing an S-1 here to go public here. But yeah, I mean, it's great.
I mean, I think that a lot of companies that are going public would not be able to survive They're going public because they're trying to survive. They're going public because they're almost dead. That's what happens a lot of times. And so it's a way for companies to survive through a bunch of painful times.
So that's a great question. And that was part of my pitch, too, because, you know, everyone's buying media and social media. Right. So you have social media and you have saturation, you have bad days and a lot of people have a lot of bad days. And so it's kind of like, you know, my CPMs are really high.
My click through rates are really low and conversion rates are really messed up and I can't spend a lot. These are all typical conversations with the buyers that are buying social rights of buying Facebook and Instagram and and even TikTok and, you know, other other platforms. It's they have this like it's variability and inconsistency and things like that. But hey, that's just one world. Right.
That's one world. How about this whole other world? Right. That exists. The apps. Right. There's so many. There are millions and millions of apps that are great places to buy media, like ads and a variety of different types of placements. Also, websites. Crushing still. Web's still crushing. You could buy... You have supplement products and diet products and whatever you have. Skincare.
You could buy literally on the exact type of sites that you're marketing, the kind of products you have. Websites like WebMD and so many other places. There's so many sites. I would say that... That really diversifies your revenue stream because you're not relying on the walled garden, which is Facebook and the other places, right? Not relying on them.
If you distribute your spend across 50 different places, if five of them go down, who cares? It's not going to really affect your revenue as much.
is for whenever you have a distributed revenue model, meaning your revenue is coming from a lot more than, you know, 10, 15 different places, meaning the ideal situation is never have a client or a revenue stream or a marketing source that's generating more than 10% of your revenue, right?
And if you do, then you're going to wake up fucked one day and you'll be like, fuck, I lost half of my revenue. It's like, dude, this common business sense, all these guys that end up like, you know, building businesses and and stuff and skipping college and skipping business school and all this other stuff. You get really lucky and it's really great.
But fundamentally, business school will teach you that you never you never live in a moment where your revenue stream is distributed, you know, anywhere more than 10 percent. You're fucked.
Relevance, right? So we like stuff that's relevant to the culture. I think there's a lot of products that are consumed every day and it's not like a one-time purchase, right? You're going to drink Coca-Cola every day. You're going to drink whatever it is. Olipop is on fire right now, right? Not only is Olipop great, not bad for you like Coca-Cola and all the other things, but
But they know how to market. They're marketing in all the right places, right? They're reaching the demographics that care about that stuff. So how do you differentiate an Olipop from a Coca-Cola? What if Olipop started marketing in all the places that Coca-Cola was? Those people would not care, really, so much.
Because people that are drinking Coca-Cola, I guarantee you they don't give a fuck about their health. They don't really care as much. Drinking Coca-Cola, sorry, I didn't mean that. But what I mean is Olipop has a very specific demographic. It's people that care about health, wellness, fitness, right?
and maybe even spirituality those are the places that they're going to market and it makes a lot of sense you know from that standpoint so they have to continue to market because you got to stay relevant you got to spend the money and if you could figure out how to track your revenue based on your marketing spend then you can scale those marketing streams and you continuously have marketing pay for itself but tracking is really key so we're not talking about direct response marketing or ads or any of that stuff that click through to a landing page you can buy
But you could do demographic reasonably on a reasonable level. You can put up billboards and TV and whatever else you're doing in a specific region and understand, hey, we're spending X number of dollars in this region. This region is generating X number of dollars in revenue. If you basically understand that from that standpoint, then you can market anything.
think it's a huge thing you know from a from the standpoint of what's you know like from a moral perspective i think that giving back is really key and i think the people the the way people perceive it is really important but i think the biggest part of this whole thing and i'm sure daniel agree with me is that understate like the tracking of the marketing dollars
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