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Aaron Pearson - Work With Local Businesses And Make A World Of Difference

icon-calendar 2021-03-01 | icon-microphone 1h 3m 58s Listening Time | icon-user Debutify CORP

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Wow. There's no shortage of time spared for our big tech companies like Amazon and Facebook. Whenever we get a chance to talk local, we take it. Aaron Pearson of BitBranding provides an all-in-one service to local heroes. We go over the essential to branding and cover what are the differences between local and international businesses. If you're not into world domination and I don't blame you, the overhead is nuts. Want to go a more proximity based approach? This episode is one for you. Enjoy. 

Aaron Pearson is the Co-Founder and Managing Director of BitBranding, a digital marketing company in Allen, Texas helping small business succeed in the digital world. From social media ad campaigns to dynamic websites and eye-catching design to engaging content and training, BitBranding brings every aspect of the process under one roof.


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Aaron Pearson: [00:00:00] Brand identity or the brand revolution as we call it. Um, now is the process of developing a brand. So a lot of people think of brad is just a  logo. The brand is not a logo. Brand is actually the feeling that you get. When you see something, for example, for talking about Mercedes, we think luxury, we think sleek it's black.

So that's what the brand identity or the brand revolution is creating identity for your brand and the type of people you're going to serve. The aspirations of those types of people and getting into the psychographics of what kind of design is going to resonate.

Joseph: [00:00:36] You're listening to Ecomonics, a Debutify podcast. Your resource for one of the kind of insights into the world of e-commerce and business in the modern age. This is Joseph. I'll be presenting a wealth of industry knowledge from interviews, with successful business people and our own state-of-the-art research. Your time is valuable. So let's go.

Wow. There's no shortage of time spared for our big tech companies like Amazon and Facebook. Whenever we get a chance to talk local, we take it. Aaron Pearson of BitBranding provides an all-in-one service to local heroes. We go over the essential to branding and cover what are the differences between local and international businesses.

If you're not into world domination and I don't blame you, the overhead is nuts. Want to go a more proximity based approach? This episode is one for you. Enjoy. 

Aaron Pearson. It is good to have you here. Welcome to Ecomonics. How are you doing today? How are you feeling?

Aaron Pearson: [00:01:32] Hey, my, my typical response is a way above average and people usually are like, what do you mean by that?

But, uh, doing well. I'm super excited for this, and I'm really excited to just dive into talking more about, you know, business and Shopify and themes and just business. So super excited to be here. Thanks. 

Joseph: [00:01:50] Fantastic. I got, I got one friend every time I asked him how he was doing. He always, always, always starts with an haaaaaa and every time like clockwork.

It's a, it's this thing. Yeah. It's, it's fantastic to have you here too. You know? Um, initially I thought. This was just going to be the drop-shipping podcast. And, uh, what we realized pretty early on is there were so many other components to the industry that we wanted to talk about. And Ecomonics has really taken off as this, this, this space, this exploratory vessel that goes to different planets and makes contact with different, uh, civilization.

So it's, it's great to make contact with, uh, with you today as well. 

Aaron Pearson: [00:02:25] Absolutely. That's a, that is a very good analogy too. I'm going to have to use that in the future to kind of.

Joseph: [00:02:30] You're not the first person to take, uh, uh, something from this show. Uh, some. Somebody else said, that's a really good question. I'm going to take it.

And then I went to listen to his show and he, he totally took it. And I'm not even mad by the way. I'm actually like gleeful that my ideas of. Embedded themselves in other people. All right, Aaron. So it's tradition and not just on my show, but across pretty much every podcast where people interview when another, uh, tell us who you are and what do you.

Aaron Pearson: [00:02:58] Awesome. So, yeah, I'm Aaron Pearson. I am a co-founder of a marketing agency called bit branding. I'm also a podcast host or cohost for the marketing natives, which is a podcast specifically for local and online businesses. Um, and just. Actionable tactical tips and strategies to help grow their business.

But, uh, we serve, uh, people all over the US mainly US we have helped some people in Canada shout out to them. Um, Canada, right? Yeah. That's who we help is the local, the small businesses usually, um, less than five to 7 million, um, all the way to the $200,000 per year. But basically we help them with four stages of their business.

So building the brand. And then the next step is typically to have some kind of store, um, or like a website presence. So a website, then we talked to them about online marketing and then we talked to them about email. So it's typically those four stages that kind of move throughout. Um, and so we're really a full service for those, but those local and online businesses.

Joseph: [00:04:03] Okay. So I wrote down your, your four steps. Um, mostly just for note taking, because I wasn't planning on like, Uh,  zeroing in on them. Cause I figured they would come up organically throughout the show, but I actually do want to know them. So email, you said it's it's the fourth step. So why would email be the, the fourth step?

If somebody had asked me to put that together, I would've thought email would have come sooner. 

Aaron Pearson: [00:04:25] And it doesn't necessarily like step one, step, two subsidiary, except for, but it kind of does follow that route. So typically when somebody is looking for a business or just start a business, they usually now whether it's smart or not, I actually don't agree that it's smarter to go have a logo.

I'd tell you to go make sales before you go do anything else. But, um, so typically they reach out to us for a logo. That transforms into a website. And the number one thing that you have to do for a website is drive traffic. So we use advertising campaigns to drive traffic simultaneously. Collecting those email addresses and then nurturing people.

Now I do agree the most valuable asset in your business is pretty much like email slash website, um, email almost, even more. Uh, so it's not necessarily like it's a distant force, but it's almost, you have to have the site, you have to have something to start collecting the email addresses and, um, and then starting to them.

Because the last thing I ever want to do is join an email list where somebody emails me stuff that's not valuable. And I typically want to use email to drive traffic to the website, whether it's to make a purchase or a conversion or completed registration or whatever that may be. I want to drive them somewhere that I know. 

Joseph: [00:05:35] Chronologically, the previous guests that we had had Paul Lee, he also, I talked about.

How I think too much of our mental and also tangible physical resources are expended in the wrong place. Uh, and you put it in a way that was, um, quite eloquent and efficient, which is that people are transfixed by that dopamine hit of like building a beautiful website, having a great logo and feeling really good about that website before.

They've driven many traffic. And then when they realize that maybe their product isn't going to work out, or maybe the business isn't going to work out well, all this work is unless they start testing other products, you know, it's, it's gonna end up going to waste. So I just want, wanna know, like, what is, what are the main reasons why you hear customers wanting to go with like the locals first and why, how you managed to talk them into like focusing on the truck on the traffic first.

Aaron Pearson: [00:06:24] Yeah. So I think it's a lot of peer pressure for business. So the people who typically reach out about the logo first are ones who are just now starting their business. So they've, they've either read a book or they've been conditioned by friends that say, Hey, you're really good at this. Go start a business about it.

And they're like, okay, well the first thing and the most fun and like shiny object thing is like, Oh, I want a logo. So it's always like, okay, I want to go get a Loco. Like I have my name. And honestly, they spend so much more time on figuring out the name of their business and the logo that it takes months for them to take action on even the next step.

So I think it's more so a societal like pressure to like do this first, when really, if you look at a roadmap of successful entrepreneurs, like it doesn't necessarily matter. Like the brand will build itself. Afterwards, but if you don't have anything to build the name doesn't mean anything. So, um, it's kind of a catch 22 it's I think it's just intuitive for people to say like, first comes your name then comes your brand, and then you've got to build a website and then you figure out traffic when really it should be flipped on its head.

It's like, let me build a community of people who want something. I now have a product that's proven. Great. Let me show, let me create something that allows them to. Purchase that, or, or to say raise their hand that they wanted. So I think it's societal.

Joseph: [00:07:43] Yeah. You know, and, um, from my own background, I took a, some improv classes and one of the first lessons that they teach to, to an improv actually is not even one of the first lessons they teach you is the concept of yes.

And, um, which is to agree and then to build on what's happening. And then somewhere along those lines, um, one of the key lessons that they also teach. Is, if you go into a scene with a preconceived notion, then what happens is the mind is, um, is really almost desperate to have that idea come to fruition.

And then they're not open to the way that the scene will unfold organically. And we noticed that happened with our, with the show here too. Uh, again, like I said, I thought this was just going to be the job shippers podcast and we'll. There's still like our base and we make sure that we serve as our base, but it's, it's expanded organically and that's been the result of being open-minded about it.

So what I can see, and you can tell me if you agree or disagree with this or not. But I think because people have such a rigid idea of what their business is going to be, that limits them to what then the business will actually end up being once it unfolds and it starts to generate interest and energy.

Aaron Pearson: [00:08:46] Absolutely. I, um, I was, I'm reading a book and I've gotten through, like, at this point, like 90% of it's called GreenLights by Matthew McConaughey. It's super interesting. Kind of playing to your point there about the improv. He, uh, got his role for days and it confused basically because he became that person and just made up very famous lines that all right.

All right. All right. Um, that most people know and we'll put on t-shirts and stuff. But then he was like, okay, now I've gotten to this level. So I'm going to go take acting classes and what it did was it like it forces brain to be in this box versus like going through the route organically, like you said.

So, um, amazing book as a side note to check out, but also I've just learned for that for myself to your point, which is that you've got to be, and we're in a process of like, Opening up and shifting a little bit of what we're doing, because we found that a lot more people are interested in like a certain area of our business.

And if we, we could have ignored it and been rigid, but we're actually stepping into it. And part of that is actually even coming on a podcast like this is, is talking more about Shopify talking more about, e-commerce talking more about that process and what that looks like for those types of people. So, uh, I, I absolutely agree that that's.

Sometimes that can be a hindrance for business owners.

Joseph: [00:09:58] Uh, so I just, um, one thing that popped into my mind to that, so the book is called green lights, which I think is Matthew McGauna. Hey, being sly about kind of referencing his all right. All right. All right. Thing, because it's, you know, cars are traffic and turning, so that was clever a good name for that one.

Um, here's one thing that I wanted to just understand based on what. Uh, cause you say that you catered to, uh, businesses, uh, local businesses now, is that like, you're only focusing on businesses in Dallas cause I know that's where you guys are based out of, or is it more like if somebody say I'm a local business here in Toronto and you say, okay, well we know how to help local businesses so long as local businesses, your is your strategy.

So I just want to clear that up. So like, uh, are you, are you limited by your own area or. Are you reaching out to locals wherever they may be? 

Aaron Pearson: [00:10:47] Yeah. So it's, it's the local business model, meaning that it's typically the best customers for us are it's typically family owned or the family helps out in the business.

Um, like I said, some people have very successful large family businesses, but it's not helping the Starbucks or the Chick-fil-A is, or the people like that of the world. It's um, it's. The solopreneur, the family owned business, the person who's just getting up. And if they listen right now, it's like a person who gets up early figures out part of their day plans and has a family.

And then typically has to go work in the business or run the business and working with a team or something like that. So those are the types of people that we work with and we help. 

Joseph: [00:11:28] Okay, good. Yeah. I just want it to, I tell you the truth. I'm pretty sure that was the case, but yeah, I just wanted to make sure, you know, just to kind of like go from 99% to a hundred percent in my head.

Um, now I've, I, you know, I looked at your brain and looked at what's important about your company and you make an important point through your branding. Is that nothing you guys do is outsourced? Um, so it's a full service for the sake of what local businesses need, right? Uh, I, there is one thing that I'm wondering about is like what, in other equivalent agencies, what kind of work do these agencies tend to outsource?

So, I mean, technically you could outsource anything. 

Aaron Pearson: [00:12:02] Some agencies are really good at driving sales and they'll actually just get it white labeled, meaning like another company you will do all of the work. And this agency just takes care of sales and they give a percentage to it. So you could outsource design, you could outsource strategy, you could outsource Facebook ads, Instagram ads, YouTube.

So you could technically, our agency could be outsourced. Um, but then you don't have the people that you talk to everyday who have the hands-on experience with your business, which is really what we wanted, um, is just. The relationship with that person, because it's just super fun to be able to take a business, you know, maybe doing a hundred thousand dollars a year to a million dollars and see how that impacts their life, their family, and to just transcend.

Joseph: [00:12:47] Yeah. And, and I think that's also important too. Um, and we'll, we'll get into this too, because your, your, your brand has a key element of, we're not going to recommend something that we don't do ourselves. And so, because your business. Everything is, is contained. I think that gives a much better impression to these other businesses, that this is a trustworthy group.

Whereas when they, they, they haven't been doing everything I can to avoid saying outsource that work to you. Cause there's a bit of a, there was a hint of irony in there, but like if they're going to bring their work to you, they want to know that the work actually stays there, uh, and is because they value more of that in interpersonal in our relationship.

Aaron Pearson: [00:13:25] It's, uh, it's actually interesting to me that. Our clients and, and anything in the business world that I've realized is that getting them the results is like, if I can make you for every dollar you spend and make you $2, you're much more happier with that. If you have an amazing experience with us, but if I give you $5 for every dollar that you spend and you have an okay experience, you're much more likely to leave us because it's more about the relationship and the experience throughout of working with us more so than it is the money, like shorter tournaments, the money, like in 90 days, people are like, ah, it's it's the money or whatever. But after that, the long-term relationships we've had with clients from the very beginning, it's all been.

Their experience with us and the relationship we've built with them. So it's almost more important to have a better relationship than it is to have the results, which is kind of weird for me to say that on a podcast, but it's, it's so true. You gotta have somebody you trust who knows your business and really cares about it the same way that you do.

Joseph: [00:14:20] Well. I mean, that through line was established, you know, even very early on. So one of the things. Uh, I remember even going as far back as interviewing Ricky, which was our first interview episode. Um, but it was also like a crash test just to make sure that the format worked in everything. Uh, one of the other things that he said is that, you know, he changed, he pivoted from doing something that was making a tremendous amount of money to not making quite as much money, but it improved his wellbeing.

And, and we never want to leave people with the idea that this is just. I don't know, um, maple syrup, what we want is for people to understand that this is also the correct way to invest, um, into our longterm wellbeing. And because if you don't have your wellbeing, then you're not going to make any money.

You're you're, you're not, you're not gonna get out of bed. 

Aaron Pearson: [00:15:05] That's so true. And I love the fact that you're from Canada and mentioned the maple syrup reference. That's awesome. 

Joseph: [00:15:11] Well, I was about to say sappy, but like, wait a minute, wait a minute. Wait a minute. It doesn't end on Sabbath and maple syrup. Yeah.

I like doing that sometimes. Like, um, I, I noticed my own relationship with Twitter and Facebook with Twitter. I, I don't unfollow people, even if like, you know, I don't agree with them because to me, Twitter is more like a battlefield, but then I re I refer Facebook to like buttermilk pancakes and maple syrup, because I just want to, you know, anyways, I got a question for you.

Uh, so this is another thrill and that was established the first time we talked to somebody who had, uh, had an agency, um, uh, Tyler Jeffcoat, great episodes. Not that we've had any duds, but you know, I just going to point out the ones that I, uh, that come to mind based on context and. He made a point about how, when you work with an agency, what happens is the agency is collecting data from all the other people that they work with, which makes it easier to make correct decisions.

Versus if you were to hire somebody who did everything in house, they're collecting data, but they're not collecting. They're not getting data from anybody else, unless that's part of her job, which you know, is really going to eat into their, uh, their, their hour, their hourly, or their weekly budget. And then we also had another conversation with Michael Zipursky who as of this recording was just released for people wondering about our chronology. And he said, yeah, I mean up to a point, but then depending on the size and the expansion of the company, eventually you would want somebody to work in house because your company is just so big. Uh, you can afford it. So would you say that, uh, data accumulation is true with your work?

And if so, you know, what are you learning from one business that you've been able to apply to other businesses? 

Aaron Pearson: [00:16:39] Yeah, I, I would agree with the first guest, um, more so in saying that like, You are gathering data points from each area of business, but it's also diversifying with like, say for example, if we had e-commerce clients only, that would be good for only commerce.

However, we also have like lead generation clients or local businesses like that who just do lead generation. There's actually a lot more crossover with things like. You know, if it's the Facebook algorithm or an Instagram or a YouTube or whatever, there's a lot more crossover there that you gives you even wider and more data points that way.

And what we've learned really is that the more strategies that you can test, the more ways that you can kind of prove something to work or not work it lessens the load for each client because you know, whether an agency admits it or not, there's always constant testing. And so if I can. If you look at this as like the, like, just for example, the Titanic, you know, they have different compartments that fills up with water.

Well, if we can only fill up one new client with 10% of water and everybody else with 10% of water, nothing's going to sink meaning that we don't have to spend 50% of our budget to try to figure something out. So I do agree with the first guest and it allows us to, uh, Make changes quicker and faster, and then cross-pollinate to other businesses or in other ad accounts.

Hey, this worked over here. It's a similar business, similar industry. Let's take that same methodology. So, and with our industry with marketing in general, it's just constantly changing. So if you aren't able to quickly adapt and grab different data points, I feel like you're going to fall farther behind.

I would agree with that completely. 

Joseph: [00:18:18] Yeah. Um, I, if I don't mind me asking you just about your, your Titanic analogy, because the way I'm hearing it is that if the Titanic sinks that's the, the success condition where you try to fill the whole boat with, so that it actually achieves, or that I get that backwards.

Cause it's, I'm not sure I fully understood it. 

Aaron Pearson: [00:18:34] Yeah. So I'm kind of like a Titanic nerd. So like, um, the first. Like the first five components of, uh, or the first five compartments of the Titanic, if they were sort of filled like all the way with water, the Titanic could still float. So it just happened to be that it filled almost all the way for all those other, those compartments.

And it went all the way through the ship. So that's what I ended up. You know, causing it to like flip in half and cut in half or whatever. Um, and actually ultimately sink it. But for us, if we have, let's just say 10 compartments and we only fill it with 10% of water, well, then we make it to New York or we make it to our destination and everybody is only.

You know, uh, I'd be lying if I didn't say that there's a certain level of testing, you know, maybe you're wasting 5% of budget to figure out, okay, we can't ride this way forever. So what's the next thing. So we've got to spend 5% of our budget to try new things. Well, across 10 accounts, now we have, you know, 50 to a hundred percent more, uh, I guess, equity to be able to test so that we don't really dampen the load for something.

So yeah, kind of the opposite. We are able to stay afloat because we can divvy up. We can, uh, Give you off the water easier. 

Joseph: [00:19:43] Okay. Fair enough. And also, uh, you being a, a Titanic expert. So I didn't know this, but the Titanic actually did split in half that wasn't just an embellishment by James Cameron. 

Aaron Pearson: [00:19:52] So I, you know, um, I say quote, unquote expert.

I just, I just loved it. So I don't think it's splitting in half, uh, technically until it got to the water and then. After that it did separate from that point, but I don't think it technically split in half, like as the Titanic was going or whatever, but, you know, shout out to James Cameron, because maybe it was just great.

But, um, yeah, I don't think it technically split in half like that where, you know, Jack and Rose were riding at the top and kind of went down now, but I think it did separate. Um, once they hit the water. 

Joseph: [00:20:20] Okay. I got you. And okay. I'll skip my next one about whether or not the, uh, the orchestra actually was playing right to the very end.

Right? Ah, dang it.

Aaron Pearson: [00:20:28] I think that was true. Right? That's gotta be true.

Joseph: [00:20:36] One of the things that you, you were saying in your last answer about the. You know, different companies, how like a lead generation company. So one of the things in my mind is. I guess based off the motif that I, that I come to understand about small businesses and local businesses is mom and pop and family owned.

And, you know, um, uh, family comes from Europe to open up a, watch a pair of stuff like that personal experience. That's why I said that based on the DNA of the. Different businesses you work with, is it also local businesses who are doing online services similar to what you're doing? Is it, or is it like, I guess what's it like, what's the ratio of people who are just servicing the local community, baking bread versus people who are on, uh, on the digital space of warning people about cookies.

Aaron Pearson: [00:21:21] Yeah. So, and to clarify your question, you mean like how many different agencies provide services to those local businesses? 

Joseph: [00:21:27] Right. Um, well, I, I just wanna know is, uh, the, the makeup of the businesses that you're servicing, like if, is it largely businesses who are just, uh, servicing people through goods and services, or are there other local businesses who are agencies similar to what you're doing that you're working with?

Aaron Pearson: [00:21:42] So we're not working with any other agencies, quote, unquote, like directly. We do have partnerships with other areas. Like, for example, we're not the best company to work with as far as like posting on your social media. Like that's just as, we're more so on the paid side. Um, and we have specific like areas that we like to focus and really.

I'm trying to cut down that even more, to be more sophisticated. But so we do work with other agencies who like focus in a specific niche and then also do like, you know, for example, social media posting, that's not fun too, for us. This particular company loves it. So we give work to them and we kind of collaborate.

Um, we also work with another company who creates apps, um, because we don't develop apps. That's just not us. We build websites. Yes. But we're not app builder. So we, we kind of partner with them. So. Um, I'm definitely in the mindset. And I think our company kind of follow suit with this is just that we have an abundance mindset, so there's more than enough business for everybody and we can't be everybody to everyone.

So we do partner with people like that. And there are people who serve them similarly. Then the issue, I guess that runs into that with a local business is they're very confused because they put marketing or advertising into this huge umbrella where they're like, Oh, you're a marketing company. They're a marketing company.

And it's a apples to apples, which is not necessarily true.

Joseph: [00:22:59] Yeah. You know, it comes down to how well people understand it in the same way. As somebody who doesn't understand cars would say two car dealerships and say, well, they're both selling cars. Right. So, you know, apples to apples. Well, no, these cars have different.

Target markets. They, they, they build their cars differently. They have different features, different priorities. So it does come down to a, to awareness and, um, I mean, that's what we're here to do, right? Uh, we're here in media to, to raise that awareness. Now, I, I looked at your services and, um, many of these are terms that, um, I've, I've seen before I have some familiarity with, um, but there's a couple of unique ones that, uh, I don't.

Uh, maybe I like, I can kind of Intuit it, but I would rather ask. Um, so the two of them are brand identity design and then reputation. Right? 

Aaron Pearson: [00:23:43] So in ironically we're probably this week cutting those services by, you know, like 80% and just. Working on productizing. Our services brand identity is one of those.

So, um, the brand identity or the brand revolution as we call it, um, now is the process of developing a brand. So a lot of people think of brand is just a logo. A brand is not a logo brand is actually the feeling that you get. When you see something. For example, if we're talking about Mercedes, we think luxury, we think sleek it's black.

So that's what the brand. Identity or the brand revolution is, is creating identity for your brand and the type of people you're going to serve the aspirations of those types of people and getting into the psychographics of what kind of design is going to resonate. 

Joseph: [00:24:27] And by the way, when you say Mercedes, I.

I actually go to red first over black, but that's just a, that's just me. And then, uh, reputation management was the other one too. Is that another one that's being, uh, uh, uh, winded down? 

Aaron Pearson: [00:24:38] Yeah. So that's more going to be like in cohesion or like more so like compartmentalized with. Um, another service for the local businesses.

So it's our lead accelerator program, but basically it's just requesting reviews from past clients and getting feedback from those reviews. If it's a negative review, then it goes back internally, um, and allows the client to make it a better solution or a better alternative than a negative review. And then just requesting new reviews.

So that's. That's the big part of getting new reviews and eliminating or emitting bad reviews. So once the site, once it goes up, we can go into Google and delete it, but reviews are huge for, for local businesses. Um, so even, even people who are selling on Shopify and all my stores, we actually recorded a podcast yesterday about how important it is for an online store, uh, to actually be on Google my business.

It just kind of adds a reputation and also gives you some good organic traffic as well. So, um, Yeah, that's, that's the reputation management. 

Joseph: [00:25:38] Okay. So this is a follow-up question. And so for our listeners know, whenever I ask something, this tongue in cheek, I always screen it first. Um, just because, um, so have you ever without, I guess calling the business out specifically, but have you ever had to run damage control for a, for a business?

And if so, what did that actually mean? 

Aaron Pearson: [00:25:54] Yeah, it's um, so there's, there's some stuff where we had a roofing company, uh, who. For whatever reason, decided to have a team of 20. And at that point he let go of like 18 of them and it was just basically him and an executive assistant slash financial person and accountant.

Um, and. They were just getting bad reviews online. They weren't finishing projects. They weren't, you know, basically upholding the integrity that they had for the last previous 10 years. I think the guy got a little money hungry. Um, it was a $15 million a year business now. I mean the roofing industry, that top line revenue doesn't really matter.

It's the bottom line revenue because there's so much overhead, but most of the damage control for us was, uh, just responding to comments, trying to, um, To which we don't typically do, but respond to the comments, fielding things, looking at reviews, trying to respond to the reviews and then more so just trying to have a face-to-face conversation with the business owner and say, Hey, look, we realize that these things are happening.

Like what happened to your team? What happened to the business? Like what's going on? How can we help? Because it looks like we're spiraling out of control right now and more so I think more than anything, what I personally care about. Is the integrity of our brand. And so just by associating ourselves with this, with this roofing company, I didn't want it to bring down us too, because it's also our employees and their pride and their integrity with what they do.

So it was, it was about six months of just a little bit of chaos at this point. Um, not to mention that they were a little past due on paying us as well. So it was, it was, uh, I'm glad it's, it's still top of mind, but I'm glad it's kind of hopefully being a distant memory cause it happened. Probably about a year ago.

So it's still somewhat fresh. 

Joseph: [00:27:42] And, and, and one component to that too, is I, I don't think it would reflect well on your brand to just let the company go when they're in there. When they're in this situation, um, I mean, even if it's completely justifiable and understandable, I th I think it speaks a lot more to your integrity that even in this, uh, PR disaster that they're currently in and I'd, you sat them down and leveraged your own reputation too, to a degree and say, listen, you know, your, your decisions, aren't just affecting us.

They're affecting. Sorry, your decisions aren't just affecting you. They're affecting us and they were affecting anybody else that you're associated with. So you do have to keep that in mind. 

Aaron Pearson: [00:28:18] Well, and especially like we're in a town, so we're in Allen, Texas. So just North of Dallas, it's about a hundred ish thousand.

And this company is in Plano, just South of us. Like, you know, a minute or two. It's in the business community. And even in the local community, it seems like that's a lot of people or whatever in the metroplex, but really it's a smaller group than you think. So it's like word gets around very quickly, what's happening or not happening.

So, um, it's, it's more so to kind of take care of your own to your point. And so it, I think it would almost be a little selfish to do it at that point. And also the reputation. Just because people talk at that point, it's, it's a bigger area, not your 3000 person community, but people still do talking. It does have a small town feel.

Joseph: [00:29:00] So there's this philosophy that I've, uh, talked about a couple of times. It doesn't like a hundred percent apply to you because I know that, uh, you, you focus on, on local, but. In a way, uh, as your business, uh, can expand to help locals wherever they may be. Um, the rule is it's always better to be small first, before you be big, because when you're small, you can figure out what goes wrong.

And then you can take those lessons too, before they're amplified when you go big. And so you're because you're, you're working with businesses that they have limitations, um, which are. Good for them. Right? They, they, they don't want you to necessarily expand like, uh, all over the place. It just goes to show how important it is to make sure that every little detail counts.

Um, and cause there are a lot more noticeable than when a big company is servicing. I don't know. They don't have 18 people. They have hundreds of thousands of people or tens of thousands of people and those little mistakes. You don't catch them right away. And that's why they ended up becoming big mistakes.

Aaron Pearson: [00:29:52] Yeah, I was going to say it's I do think it is an advantage. I think for most things in business, it is an advantage to be smaller. Um, cause it's, it's kind of like the David and Goliath kind of thing, you know? Um, we're small, but mighty. So a smaller email list will you know, which people are opening, um, uh, you know, which people are interacting, you know, if your stuff is good, You know, if you have a system in place and you're working with five clients, if it's not working well, those five clients are going to tell you, and it's going to be a, you know, a one-to-one conversation versus, you know, I heard from a person who heard from a person who heard from a person that come downstream.

So, um, in most instances, absolutely. I think it's almost a disservice for a business to start out and just go grow exponentially the first couple of years, because you do, you, you basically run into a lot of gaps and holes that you. You have to go pack, basically put damage control onto what you were talking about earlier.

Joseph: [00:30:46] And, and one  distinction to make, um, just because of our, uh, of our base of our dropship or community, you know, what are the things that we talk about in shipping is the needs to, uh, to scale, uh, quickly. And so I think I encourage dropshippers, uh, you know, like myself, I'm very swiftly joining those ranks is to just bear in mind, uh, the difference between the small mindset versus the big mindset.

Because I think for me, just for instance, is. I perceive small as I'm not running 10 different stores, I'm running one. Right. Um, and in that store, I will eventually have other products on there, but for now I'm just working on one product just for testing purposes and, you know, fingers crossed. It goes well, but, uh, that's, it's a little bit too much hope and not enough data.

So there is, there is some ways there. I would just, just say encourage people to think about where we can put those limitations and where they can be an advantage because small, like you said, David. Does is the one to end up toppling the Goliath after all. 

Aaron Pearson: [00:31:46] Yeah, and I, I was going to say a word, um, we're doing a version of drop shipping for like a t-shirt for ourselves internally.

It's more like a passion project, what we're using as our, for ourselves to test for, um, our e-commerce clients. So testing the types of ads, the creative, the text, whatever, um, and what we've realized through like organic. Posting and everything like that, which I've kind of been against. If you niche down or you find a nice model, like, um, we started very small and now our posts reach about a million people every month.

Um, so, and we haven't even started selling anything yet. So right now, and just building audiences, building community, building people, and it's just a ton of fun. Um, a girl last week, actually, I think on Saturday messaged me and said that she thinks that one of the pictures we use for me and was like a picture of her and her dad.

And she wants to clarify. It's a one that's kind of going viral and we have like 16 or 17,000 shares. Um, it's a picture of a girl and her dad inside of blockbuster. And it's just talking about like, you know, being in 1996 and like, you know, everybody remembers going to blockbuster with their parents and just the memories and all these people are tagging their parents and friends or whatever.

Um, but that's allowing us. You know, getting back to the point is like to start small, to figure out the community, figure out what their aspirations are. Um, and then we can expand from there, but basically just building that community online. 

Joseph: [00:33:07] That's fantastic. One of the things I, I think when we're not the one more, but this was a business question that I have chambered for a little bit here that I, uh, that I want to ask you is, um, in your intro introductory video, one of the things that you mentioned is if you're going to recommend a business does something, it's also something that you guys do yourself.

So there's a, there's a lot of integrity in that. We're not going to suggest something unless we know it. And to your point, you were just saying how you're testing these, this, this t-shirt, um, um, printing this. Some semi drop shipping, um, operations. So, and then that way, if you're going to suggest it to other businesses, you can say, well, look, here's how we did it.

Uh, here. Here's how it works. Now we know. So can you, uh, can you expand on maybe some other examples of, uh, what practices that you've deployed to get to the success level that you're at, that you're also using for others.

Aaron Pearson: [00:33:55] It comes down to the education. So we're constantly, and we pay our employees, um, at least an hour every week to spend time on educating themselves, whether it's in a very specific area, that's focused on how they can grow and like their position or what, but we have.

A dedicated time where it's just, okay. Here's education, but more so for us, we started a video show on Blab. If you remember Blab, uh, way back when it was basically what. Clubhouse is now, but with video form, meaning you just have a bunch of just random rooms with people can come in there and talk. So we tested video back in 2015, and then we created a series and we told all our local businesses create a series.

So you can become a local celebrity. So we started a series back in 2016 and up until April of this last year, because of. Um, Corona, we have done a weekly show every single week recorded and released a new video every single week for, um, local businesses. So we test the video, um, and then we were like, okay, well, local businesses, you know, you can dominate on a podcast.

So we're like, okay, let's test  podcasting for, and see if we see success there. Um, and now we're about to hit 200 episodes. So we tested that. And then we told our con our, um, Our clients. Okay. Make sure that you're not only doing video, but live video and then posting regularly. So now we're posting more regularly.

We're also. Interacting with our clients. And then I think, yeah, like you said, the most recent one is like, okay, we want to test this for e-commerce, but let's, let's figure out, you know, some campaigns that we can run for ourselves, let's spend our own money. So a lot of times we spend our own advertising dollars in more, so time to figure out the solution for our clients so that they don't have to spend the money to figure out the solution for them.

And then. They see us more as the authority. Cause they're like, Hey look, these guys have created, you know, 250 300 videos for a weekly show. Since 2016, they have 200 podcasts episodes. They probably know what they're talking about and they could help me.

Joseph: [00:35:56] And also to, um, 200 episodes, but 200 episodes that people who are listening to it are engaged with.

Aaron Pearson: [00:36:01] Right.

Joseph: [00:36:02] So this was another, um, a conversation that I had with a previous guest stain, but Hassan Aanbar was an SEO expert and he was taking me through his, um, His history with the internet, cause he's been in the game for, for awhile. And he pointed out that one of the earliest businesses to adapt to the internet was the travel industry.

And it checks out because if you think about travel, it hinges on there being two points being somewhat far away from each other. So the internet makes sense in that way. To help bridge the gap, so to speak. And now in small businesses, the other thing that I observed with him is that I don't think the internet was as prevalent even as up until when, uh, we were facing the global lockdown.

So the question that I pose to you is from your experience, have you noticed that. The, that businesses have really had to, um, adapt to using the internet more so because of COVID. And have there been any holdouts of any businesses try to, uh, keep going, uh, regardless of it. 

Aaron Pearson: [00:37:06] Yeah. So I think it's what's happened.

And what I tell people is that this was going to happen and. Inevitably, not, not a pandemic. Thank goodness. Uh, I did not think that, and I, I hope there is not another one, but what inevitably was going to happen was that we were going to get to this stage in the internet because it's maturing. So if you look at it, it's, it's still kind of a young person, um, as far as like mass, and then when you really look at like social media, we're talking, you know, What is this now?

12, 14, 15 years. 

Joseph: [00:37:37] Um, yeah, social media, I would say is in his teenage years. 

Aaron Pearson: [00:37:39] Right? So super early. I mean, we're talking babies at this point. These people can barely drive. So. And I think, yeah, Instagram, Pinterest, they all, who were formed in 2010. So they're 10 year old kids at this point. I guess my point from that is we were going to have this happen anyway.

It's just happened about 24 to 30 months before. So to answer your question more directly, absolutely. We're seeing more businesses online and it basically forced their hand. Some people actually said, Hey, this is it. I'm a 55, 60 years old. I'm actually going to hang up my reins and I don't want to be forced into that.

Um, Other people said, okay, let's embrace this. And they've shifted their whole company culture. You hear it about Pinterest losing, like not losing, but they signed a 39 or $40 million deal to just basically remove themselves from their new headquarters and not take rent and move everybody to remote. So, um, and that means more internets.

Uh, at home. So I do think there are more people on the internet. I think more people are versed in the internet and I think more people are versed in like, on ways to communicate on the internet. I E like something like zoom, like we're on, you know, in zencastr right now, but we also we're on zoom as well.

So it's like, you just send me a link and I had zoom. It's just kind of, it's just kind of assumed at this point, that. Somebody has downloaded zoom for whatever reason. So.

Joseph: [00:38:59] It does not take very long to get zoom up and running either.

Aaron Pearson: [00:39:03] Now. Yeah, we're talking a couple of minutes, so absolutely. 

Joseph: [00:39:06] So one of the things I observed in one of the episodes that I've done solo, uh, I think chronologically it's not out yet, but it might be out by the time we released this episode is about the advantages and disadvantages of remote work.

And one of them too, is that companies. Don't have the same overhead that they now have when they have to rent out office spaces. Um, the sales job that I had before I was brought onto this company, we rented out a WIWORK and I know all about what we work was going through. I, I, I haven't looked into it lately, but I don't think they're very happy right now.

So, but on the, uh, what it also does too, is that I think it also increases the costs for each individual because. My, my utility bill, am I, my internet usage, um, is consumed a lot more now that I'm working from home than if I were to go into an office place where the business would have to have to, um, basically front that bill.

So I am noticing that it's. The, the cost has like dispersed on more individual basis, but even so I I'll take it. Like I don't lose 15 hours a week traveling on the subway. Uh, I, I can write it off on a, on my taxes. Oh boy. Am I looking forward to tax season is going to be fun this year. Uh, so there's advantages and disadvantages, but the advantages are far more numerous.

Aaron Pearson: [00:40:21] Yeah, for sure. I think, you know, what it's done for me at least personally, is like, uh, up until about 12 or maybe one o'clock. So I spend the mornings, you know, working out doing whatever, but then I work from home till about 12 one o'clock and then I do go to the office to see the team interact. So I'm kind of, and I think that I'm an anomaly right now, but I think that it's actually going to be more so the norm, because working from home has its purpose because of the flexibility and people want that more than ever, but.

Us as humans, we need social interaction outside of people, just in our homes. Even if there's not a pandemic or whatever else, like we'd go out and interact with people. Well, we need to interact with our team. So I think that what's going to happen is we are going to start seeing a hybrid version of this.

Maybe not like me, where. You know, half of your days at home and half your days at work, but more so three days are at home and two days at work because you need that community at work. Um, if it's possible, you know, a lot of people do work across the country remotely, but you know, for the vast that's majority, a lot of them do work locally and they are able to commute into the office.

It's just been, you know, cumbersome. So I think we'll hopefully get less traffic. And I think we'll start to see a hybrid model of people not having huge offices, but smaller offices, and still go in to see the team for a couple of days per week, because they need that community. 

Joseph: [00:41:42] Right. And it also depends too, on, on the, um, on the industry that we're talking about, like, I would imagine that writer's rooms are just not the same.

If everybody is on a zoom call, um, the idea that all of the writers get together and they bounce ideas off of each other. And there was a lot to be said about just the vibrations and the energy and how that energy can motivate people and improves people's mindset and gear them more towards the work.

So I totally agree with you. There are lots of good reasons to continue to have an in-person location. Everybody that I work with are either like an India or they're Australia or the Philippines. So it's, it's going to be hard for us, but yeah. You know, it is, um, as something that I would look forward to whenever the opportunity does arise.

Aaron Pearson: [00:42:22] Yeah. And I guess for people like you it'd be more so like a meetup or something like, Hey, each quarter, we're going to bring the whole team to this location. Let's be, you know, have community there that way. But I think more than ever, we're all seeking community. So some way shape or form, there's going to be a push to like, want that.

Joseph: [00:42:40] There's um, what was his name? Hi, Joshua chin. Uh, he calls it like a, workation where they get the company to all come together to meet up on location and it's kind of a getaway, but it's also a chance for the company to get to know each other and to be more invested in it and to see what ideas are, uh, are incubated from that, from that experience.

So hybrid, you know, good, good reasons for both. So we definitely don't want to see it go away. Uh, and it's frankly is not. Um, so yeah,

So, one of the things I also want to know about, is the difference between the social proof of a local business versus the social proof of a business. That's. Strictly online, online. We want reviews. We want engagement on social media. And I presume that that's also important too, in a little, but I think that there's a different element.

The social proof when you're talking about a local business, because one of the things that you were saying about the roofing company is that people are talking so. Each individual person on the street, even there, they meet each other up in the grocery store or whatever, that can be a moment that influences the wellbeing of the business, depending on what they talk about.

So what are some distinct social proofs that we can, we can talk about in relation to a local? 

Aaron Pearson: [00:43:56] Yeah, so I think one thing that's kind of undervalued at this point is like, at least for marketing agencies or like other local businesses is like the community of networking. Like whether your chamber of commerce, um, other.

You know, the better business Bureau, those are, those are quote unquote social proof that you could add to your website, add to, um, your, uh, presence online as well or your door or whatever us as people are going by. It's like, okay, they're a plus certified as a business, a better business Bureau. They are part of the community.

They're part of the chamber of commerce. Those are the social proof that people are also looking for. It's like, You know, if I'm looking at James down the street and Frank down the street and then Cindy, and then Cindy has the chamber of commerce. She's a better business Bureau. She has, you know, 75 to a hundred five-star reviews on Google.

She also has friends commenting on her, um, posts in Facebook, and then people are also tagging her in Facebook groups to like, do work with her. So that's like, An array of the social proof of like the network side of things is, um, just different industries and different badges that you can have to kind of say that you're part of this exclusive group, I guess.

Joseph: [00:45:02] Yeah. The chamber of commerce. That's one that hasn't, um, pop didn't pop into my mind, even when I was thinking about what answers could be there to the question. So that's important too. It's uh, it, it officiates. The the business and legitimizes it and it understands, you know, we're not just here to sell and then burn, you know what I mean?

Like when people just said they sell and then they get out, I was like, no, we're here. We're invested for planting roots. You know, we're, we're here to be a part of this. Uh, so that's that's major. So we're, we're getting close to our, um, to the, not just the latter half, but really like the last quarter of a, of this.

And so what I wanted to do was. Uh, pointed out a few snippets from your podcast, just so the listeners know what kind of value your podcast brings. The first snippet is how it might not be a good idea to be on every social media platform and transitioning just from what we were talking about with social.

So as a start, what's the premise behind that thought process. And then, um, on a practical matter, how do you work out what platform is a good fit for what client. 

Aaron Pearson: [00:45:57] Yeah. So the premise is that like, I don't know where it's stolen from. So if you, you know, depending on who's listening, tell me because I can get credit, but basically there's five ones that need to happen in your business for you to grow the fastest, most efficiently, and you know, typically the most profitable.

So you want to have one audience, one offer one message. One platform for one year, that's the fastest way for you to grow? Most people that I talk to are trying to make their first a hundred thousand, make the first 250,000, maybe even get to a million dollars and the fastest way for you to do that efficiently and without, you know, stressing out or wasting a bunch of time is to follow that message.

And it's focused on extreme focus, meaning that. You could be mediocre at 10 platforms, but I would rather you be dominant at one because if you're not dominant at one, then you're going to get like 2% here and 2% there and 2% here, um, versus you could be operating at 70, 80% from one platform. So, and it's also easier like local businesses and even businesses in general, they have a family, they have all the rest of the other business to work, worry about.

They have so many other things that are going on with themselves, that if they try to do so much on social, into just going to get burned out. So the thought processes focus is the fastest way to grow, but then also you want to eliminate burnout and do something that you enjoy. Um, the second part of your question to answer is you want to know where your audience is, and then you also want to know what you understand and what you enjoy.

So if your audience isn't on Instagram, As much as what they are on Facebook. And you also enjoy Facebook more than it's a no-brainer, but if your audience is on YouTube and you're kind of afraid of video, I would say, okay, find the second best platform or push yourself to that different level and work off of YouTube and start creating video content.

So it really depends on the business and it's conversation that we have with each one of them. And where do you feel comfortable? Okay. Where's your audience? Where's the, where's the crossover. And then how can we pull any different platforms later, but we have to dominate one first. So that's, that's usually our philosophy.

Joseph: [00:48:14] Yeah, that makes a lot of sense. One of the things that I remember and for listeners who've. Been dedicated to every episode. You'll have to forgive me for repeating this, but I remember one client that I had worked on very early on as a, as an editor and a producer, uh, he had wanted to set up Hootsuite and what he wanted to do was send a message out and then have it automatically disseminated between Facebook and Twitter.

And I think there might have been a third one in there, but I can't remember. And that immediately rubbed me the wrong way. And the reason why is because I felt like it wasn't respecting. Each platform's different rules, especially at that time, Twitter had a, well, you only use half the characters that you can have now.

I think it was like 124 or something along those lines. And so I would write something that was tweet length, but then if I post it on Facebook, well, that would come into conflict with all those other stuff that. Could be much longer. And so it's really important to that. Each platform deserves respect and that you have to understand what are the rules and what are the motifs behind each one.

And so if I'm going to be on Twitter, I'm writing a tweet. I'm going to be on Facebook. I'm running a post. Well, actually, you know what, I'm going to, uh, uh, transition us right into this other question, because this is one that I really want to get your opinion on, and then we'll go back to some other snippets too.

So here's, here's the issue that I personally have with social media is that I think what they're doing is actually. Making it harder for me to illustrate my point because they seem to be pulling features from other platforms. So on Instagram, for instance, and when I signed on to it, it was, I, I don't remember there being stories I remember is just being images.

And so now when I go on to Instagram, I, I can't help it. I just habitually go to the stories I scanned through the stories, many of which are still images granted, but then I don't really have the capacity to then scroll through that many images. I'll go through maybe three or four that Instagram says, congratulations, you're all caught up.

I'm like really? Really Instagram I'm caught up. I don't. Okay. If you say so, um, Facebook is doing stories. I'm Facebook is doing everything. Facebook is like, yeah, this has got its own thing. Uh, Twitter, I think Twitter just implemented stories into it. So I want to get your take on that is, do you feel like the platforms are starting to get a little bit too diluted for their own good.

Aaron Pearson: [00:50:21] Yeah. So I think it's, um, they're each pushing each other's envelope to find out what people actually using. So, um, stories came about because of Snapchat, because Snapchat said that, Hey, short form videos, actually what people are interested in and then Instagram added it. And then, you know, look at TikTok it was short form video.

That's what made it vitality like. Possible. And then now they're extending that length. I think they're just going off of consumer behavior. They have a lot more data than I do. Um, it can be confusing and it's also can be overwhelming, which is why I always tell people, you know, pick the platforms that are best met for you.

For example, like you, I mean, I would think clubhouse would be the best place you could literally. There's no video, nothing. It's just audio. And it's just good conversation with people and it's video it's audio only, um, So that's, that's like one place. Some people love the aesthetics of Instagram. It could be, the aesthetics could be stories, could be the posts, whatever.

Um, but I guess my advice to people is like, consume what you enjoy from it, because there should be, um, an overlap of everything that's makes the platform, what it is, um, as well as some additional things. So the longer videos, the stories, the posts, uh, they got all the inside of one platform. And I think that that's just because each one of them are trying to adapt.

To what the market is saying. So, um, I know that I personally as well just getting into stories a lot more people consume stories and I think it's good and I liked the adaptiveness to it. Um, but yeah, we're seeing so much copying. It's just literally, you don't know. It's like, it's like a funny meme of everybody pointing at each other, like who did what first?

Um, so there's no originality anymore, but I don't know if that's necessarily a bad thing or a good thing. As long as the people who are consuming the content. Enjoy the platform for its intended purposes. So, um, I think it's. You know, it could be a good thing. I always like to just say, let's keep progressing and if it doesn't work, then we can, we can kind of.

Joseph: [00:52:13] Okay, that's fair.

And then I will say one thing positive about stories is that they do reflect more of how life actually is because people will. And without pointing out any specific examples. I think we all have at least one person in our head who was called out on Twitter tweets they'd made years ago and how they don't really reflect that person anymore, but it's costing them something significant, like a deal or a contract or something like that.

Uh we're uh, stories. Um, they reflect reality because reality is constantly changing. And so a story comes, a story goes and it just in the same way each day passes by, and it doesn't come up again. So I w I will say that about stories. So. Yeah. When, uh, one last one, and then I get back to a couple of, other of the, uh, the snippets I extracted, which is which one do you think is doing stories best, right?


Aaron Pearson: [00:52:58] Yeah. Stories still is Instagram to me. Okay. I think, um, More. So Snapchat had the ability for it to really take off, but it inhibited people from actually doing the one thing that they love most, which was following and unfollowing people instead of necessarily making that connection kind of like Facebook.

So I think they missed it. But Instagram, when I think of stories, I think predominantly the first thing that comes to mind is Instagram, because it's just. It's native. They do a very good job of where the buttons should be placed. Um, and then it's also, like you said, it's your friends and it's a really good interaction between the post and the story.

So I think they're still doing the best with that. And also adding features now, granted their features are very much stolen from other things like TechTalk and Snapchat, but, um, I think it's definitely keeping the user base there to be creative with stories too. So I would, I would vote Instagram. 

Joseph: [00:53:53] Yeah.

And then the, if you think about TikTok for a second, TikTok is the, uh, the successor, maybe spiritual successor to vine. Um, I remember vine quite vividly, even to this day, I can still look up like with a will Sasso vines, where he keeps shooting lemons out of his mouth. You know, it's really, really funny stuff.

Um, the second one that I. Wanted to ask about is, um, redundancy. Um, and you'll have to forgive me. I, I didn't write this down as clearly as probably I should have, but I understand is that redundancy while that sounds bad, there actually is a lot of benefits to a sense of repetition in a business. So can you, um, clarify that for me and expand on how it's actionable.

Aaron Pearson: [00:54:30] Yeah. So for you to make a buying decision, let's touch talking e-commerce here. So like, uh, it can be, I always try to, like, for us any, we try to mix the two of them together. So like a local business owner is somebody. And if you're listening, you can be a local business owner. And then we want to shift to that service to being online, whether it's an online service or product based, but for somebody to.

Actually say that they are going to be raising their hand and actually purchase your service or your product. They need to see it over and over again. Now they should not see the same thing over and over again. They should see variations of that. But what happens is it actually builds proof and it also builds authority.

So you're like, Oh yeah. Like for example, Dr. Pepper or Coca-Cola Geico, like they're always out there, they're just doing different things and they're always putting the brain behind it. So we trust them because of their frequency on that. Now we don't get annoyed on it because of the redundancy. So the same thing for us, what we can do with social, what's so powerful about social is you can have five or six or seven different types of creative.

That all say very similar things, but in a different way. And it allows your brain to be in front of that person. Very, um, Frequent without annoying them, but also just add value because you may say for example, okay. I'm interested in, in these sunglasses, um, they're kind of cool. I want to wear them, but then I also show you an ad that talks specifically about somebody else who's wearing them.

Who's just like you and it's social proof. And then you may have another person who says, Hey look, so social proof is a thing, but you also were focused on durability. Well, they're super durable. You can put them underneath the chair and you know, they won't smash. So. Doing that builds the authority adds the proof and it also increases sales.

We say, we should be in front of me, somebody who goes to the website and tell they purchase or, and tell they've basically moved out of the wheel. We want to be in front of them at least once per day. 

Joseph: [00:56:22] Uh, I can certainly imagine Coca-Cola has been in front of me once a day, but it's gotten to the point where it's like sales past me and it affects me subconsciously, but, uh, yeah, I'm always going to want to crave a Coca-Cola. Dr. Pepper and a close second to cause my, my, my girlfriend's mom, she brings Dr. Peppers over. So that's one way to get that's. One way to be on my mind is by you being right in my fridge. 

So you did mention, you mentioned it very briefly earlier. You're about the advantage of small email lists over big ones.

I just want her to find out that that was one of the questions, but you didn't answer it earlier. So just to reiterate, uh, it's more, it's easier to engage with a smaller audience, um, versus thinking about what kind of message someone has ascend that they're sending us to hundreds of thousands of people, or even tens of thousands of people.

It's not the message itself changes versus a more, I guess, intimate message with a smaller group of people makes them feel more connected to each other. So you talk about the importance we've this is something we got into earlier. And so there's a very specific question. Um, so just to reiterate to the audience, it's about, it's important to build the community and to generate interest first, um, before selling.

Now there's one aspect of this that I'm wondering about, which is if community members could ever feel like misdirected or misled, um, when they get into a brand before finding out that there's not something for sale. So we want to avoid the perception of a bait and switch. So is there any specific methods that a business takes just to make sure that like, you know, the relationship is all good to go by the time the business is ready to sell.

Aaron Pearson: [00:57:52] Yeah. So I think that what you have to do for that is people want more than anything for you to be honest and transparent. Hey, I'm building this community for you. And eventually there's going to be something for sale, or there's going to be something that's available for you to take it to that next level.

But for most people you're just fine staying in this community and building whatever that is. So it could be dropshippers. It can be another private community. It could be, you know, just free knowledge could be videos, whatever. But the whole point is that you're just super transparent by saying this information is going to get you to one level and it will probably make you successful.

And you don't need any of our other services, but we are working. And we're talking about this next solution, which is the next logical step for you and your business. Um, I think by doing that, you also, you build up anticipation. It's kind of like whenever, you know, I don't know if you're watched like Cobra, Kai or like whatever else.


Joseph: [00:58:44] I love Cobra, Kai. I just, I just got through season three.

Aaron Pearson: [00:58:47] So I'm only like three or four episodes in, but what they did really, really well was. The anticipation for it. You know, one of the very first things they did right now, and what I did too, is one of the most popular searches is season four of Cobra, Kai, and the guy who's the screenwriter, everything like that.

They started tweeting about it. So they've created this community of people and they said, Hey, look, this is going to come out later. So they build up anticipation. So getting back to the business side, Hey, I'm going to give you the five steps to drive free traffic to your Shopify store. I'm going to tell you, I'm going to talk to you about the five themes for your Shopify store for this particular brand.

But then after that, I'm going to give you a course because the next logical thing is for you to go do it yourself. You probably need the roadmap for it. And so we're going to have a course. It's going to come out and we're going to be talking about this. We're going to be talking about this. We're going to be talking about this.

And these are the steps that you need to take to create and launch a successful business. And those of you are interested. Great. If not, we're still going to give tons of value outside of it. So long answer short, I think it's just about transparency and letting them know that, Hey, look, we are in business.

We want to be a community and valuable to you guys. But eventually we're going to help the people who want to take it to the next level, and this is how we're going to do it. So if you're ready, then raise your hand. If not, you can still be part of our community and let's just keep growing together.

Joseph: [01:00:02] That's terrific. And it, it, it speaks to another, uh, ongoing theme about how a lot of people have been putting out value. And next thing, you know, they'll hear from somebody that was enjoying their content for years and years. And I said, you know, it took me a while, but I'm finally ready to do it. So it definitely works out.

A hundred percent. All right, Aaron, we, uh, we gotta get you on out of here. Um, so the final question as is tradition, I think this is also a tradition for most podcasts. Pretty sure. Um, so it's two parts. First is parting words of wisdom. There was an answer to a question. I didn't ask that or just anything you'd like to impart on, uh, on our listeners as the chance to do it, and then how to reach out and how people can get in touch with you.

Aaron Pearson: [01:00:44] Yeah. So, I mean, the first thing that came to mind whenever you asked that is that we can never fail at what we're doing. We can only learn, grow, or make ourselves better. So focus on persistence with your business because no matter if it's this business or another business or whatever else, if you keep moving forward, You're not going to fail.

So when you think like that, or you dreamlike that it's not, it doesn't matter to you as much like little blips in the radar or just blips in the radar. So as you look at successful people online, whether they're selling through a Shopify store or local business is just keep being persistent. I think we've seen that a lot through the pandemic as the people who've been successful and even grew their businesses during this pandemic were the ones who said.

I can't fail. I'm going to try new things. I'm going to persist. I'm going to find a way to serve my community and grow. So when you think like that, I think that there's no possible way that you don't make it out. Um, You know, on top, whatever that the end may be for your business. But, um, that would be, that'd be my parting words of wisdom for y'all is to definitely NCL, Texas, um, is the definitely just stay persistent and then more so find somebody who you can talk to who is maybe a step ahead of you or right there with you and talks to them about that as well.

Make sure it's the same kind of mindset because they can push and counteract you. Um, and you guys can both continue to grow and move forward too. 

Joseph: [01:02:06] Fantastic. And then the other half of it is how people get engaged with your content and get engaged with. 

Aaron Pearson: [01:02:12] Right. So, uh, the easiest thing is, uh, our website. So it's bit branding.

That's BitBranding.co that's our website. We're on every social platform at that branding, everything from TikTok to Facebook. Um, our podcast is called the marketing natives. And then for me, personally, if you want to reach out, I just punched post a bunch of, uh, you know, running and business. Um, it's just Pearson Aaron Jay on everything too.

So P E A R S O N. Aaron, A A R O N and then J and that's just across every social platform. If you want to connect with me personally. 

Joseph: [01:02:45] Fantastic. All right, listeners. Thank you so much for listening and we will check in soon. Take care. 

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