Banzai Wed, 12 Dec 2018 21:52:52 +0000 en-US hourly 1 Banzai 32 32 Webinar: Secrets to a Well-Attended Marketing Event Wed, 12 Dec 2018 20:20:17 +0000 How do you break through all the noise and make sure your event lands on the calendars of your top prospects? Listen to Banzai’s webinar on the Secrets to a Well-Attended Marketing Event and learn how to set your field...

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How do you break through all the noise and make sure your event lands on the calendars of your top prospects? Listen to Banzai’s webinar on the Secrets to a Well-Attended Marketing Event and learn how to set your field marketing event up for success and make sure the right people are in the room.

Recording: Secrets to a Well-Attended Marketing Event

Here are the resources mentioned in the webinar:

At Banzai, we help marketing professionals build and host B2B events across the globe. Wherever your event, we help get you the right audience for the best ROI. We also offer great advice and resources for planning strategy. Connect with us.

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Where to Host Your Next California Event by Region Tue, 11 Dec 2018 09:21:07 +0000 North to south, the great state of California stretches a whopping 1040 miles! That’s a lot of area to consider for your next field marketing event. From forested mountains to iconic deserts like the Mojave, the state breaks into three...

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North to south, the great state of California stretches a whopping 1040 miles! That’s a lot of area to consider for your next field marketing event. From forested mountains to iconic deserts like the Mojave, the state breaks into three distinct regions, each with its own signature highlights and bustling urban centers. So if you’re feeling overwhelmed with too many options, we’ve got you. Here’s a regional overview of where to host your next event in the Golden State.

Southern California

Los Angeles

Los Angeles is a hotbed of flourishing industry, but none more iconic than entertainment— which explains its abundance of glamorous, set-worthy venues. So when choosing an event location in L.A., the hardest decision will likely be where within the city’s many distinct neighborhoods to have it. Luckily, every unique area of the vast city is connected by major arterial highways, and Angelenos are used to driving.

Unless you’re looking for a massive space like the Los Angeles Convention Center (whose West Hall alone seats 15,000 guests!) your best bet is to go with a Westside location—West Hollywood, Santa Monica, or Culver City. For an event of up to 1000 guests, UCLA’s Luskin Conference Center is offers a versatile space in pristine Westwood. For an upscale yet inviting dinner event, Craft LA and Hinoki and the Bird both offer multiple spaces for parties ranging from small dinners to 200+-person cocktail parties.

San Diego

San Diego has a lot to brag about. The weather is ideal pretty much always. The attractions are many, from gorgeous beaches and gardens to grand fun parks. And local industry is thriving, thanks in part to San Diego’s draw as a top vacation spot. All this makes ‘America’s Finest City’ a natural choice for a field marketing event.

With tourism driving San Diego’s economy, event venues are plentiful. Boasting a nostalgic 50’s Californian exterior, the Town and Country San Diego gives attendees an atmospheric experience. This high-end hotel offers an array of meeting rooms for events of up to 2600 guests.

For something smaller, Searsucker San Diego in the Gaslamp Quarter offers a rustic and elegant setting for private parties of up to 350 guests, while the New Children’s Museum is a feel-good option for a mid-size event, with all proceeds going to support art programming. And for a more outside-of-the-box venue, Hornblower Cruises have select packages available for memorable corporate events on the harbor.

Central California


With so many amazing cities to see in California, Sacramento is often overlooked. But with one of the world’s best climates, an atmospheric Old Town for evening entertaining, a walkable city center, and modern corporate facilities, Sactown is a perfect location for B2B functions. As the city’s tourism site boasts, the Sacramento Convention Center—a massive and versatile event space—sits a mere 145 feet from the Hyatt and Sheraton. If you’re looking for modern mid-size venues, Beatnik Studios hosts stunning events in its brick-and-glass warehouse, while Studio 817 offers an open floor plan for flexible meeting design. For more options, Venue Vixens has a comprehensive list of event spaces from Old Sacramento to the surrounding regions, including Napa.

Northern California

San Francisco and Oakland

It feels almost blasphemous to combine these two very different cities into one highlight, but with San Franciscans flooding to Oakland in search of (slightly less) insane living costs, business is headed that way as well. So while San Francisco continues to offer diverse locations for meetings, Oakland is hot on its tails with vibrant food and event venues popping up all the time. Great news for event marketers with varying budgets and clients across the Bay Bridge.

If your business is decidedly centered in San Francisco, you benefit from being in a petri dish of experimental space design. For large events, Bespoke in the Westfield San Francisco Centre is a sleek and versatile option, customizing meeting spaces for crowds of 30 to 1,200, and The Nourse offers a gorgeous setting for lecture-style events in its 1687-seat theater. For something more intimate, take your pick of the eye candy available on Peerspace (just try not to go down the rabbit hole!).

If Oakland makes more sense for your event location, Impact Hub Oakland offers a co-working space that supports events of 40-300 guests. 1544 Events is another lovely option for a mid-sized event, accommodating up to 250 guests in its minimalized urban warehouse. And our top choices for large venues are the Oakland Scottish Rite Center for groups of up to 1500 and the Oakland Convention Center, ideal for exhibition-style events.

We’ve only cracked the surface of the great venue options in these top regional cities. Do you have a fantastic meeting space to add? Let us know!

At Banzai, we help marketing professionals build and host B2B events around the world—and throughout the great state of California. Wherever your event, we help get you the right audience for the best ROI. Connect with us to discuss the perfect attendee acquisition strategy.

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Your Marketing Event is Over…Now What? Mon, 10 Dec 2018 11:23:36 +0000 EXHALE! Your event went off without any (major) issues! Sure, the speaker talked a little too long on one topic and one of your sales reps no-showed at the last minute. But your guests showed up, the venue worked well,...

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Your event went off without any (major) issues! Sure, the speaker talked a little too long on one topic and one of your sales reps no-showed at the last minute. But your guests showed up, the venue worked well, and everyone had positive feedback. On to the next event!

But wait, you spent all that time, money, and effort to connect with your customers and attract new prospects. They bought into your brand, raised their hand, and showed up to learn more and to see what you had to offer. Now is the time to capitalize on that. Here are some final to do’s to make sure you get the most from your event, even when it’s over.

Send thank you notes

Never underestimate the power of a thank you. Every touch matters! Send out the presentation and ask if they have any additional questions.

Have a plan in place with your sales reps to make sure they follow up to set an appointment.

Have guests that no-showed? No problem! That is still an opportunity. They showed interest in your brand and clearly want to learn more; treat no-shows like any other marketing qualified lead (MQL). Send a “sorry we missed you…” email and include a strong call to action (CTA) with next steps on how to opt in to a follow up appointment.

Send a post event survey

People love offering up an opinion, and a post event survey  is one more way to connect with them, while gaining insight into what they liked and didn’t like about your event. Your guests are your target audience, their insight can be invaluable to your future planning and will help you drive more of the right people to your next event.

Collect internal feedback 

Hopefully you included your sales team in the pre-event planning and therefore they felt invested in the event from start to finish. Host a post event review with your team to get their feedback, learn what they heard from the attendees, and make sure they are doing their part for post event follow up.

Start a nurture campaign

Add your registration list to the appropriate email nurture campaign. Depending on where the leads are in your funnel, distribute hot leads to your sales team for immediate follow up.  

Adjust your audience profile 

Compare your registration list with those guests that actually attended. See a pattern? Did a lot of Directors show up but no C-level guests? Did your event resonate with a certain vertical more than others? Did you hit the right target audience? Compare your event goal with the actual attendance outcome.

All of these steps will help you reap the rewards of your well-executed event and create an even better event in the future.

At Banzai, we help marketing professionals build and host B2B events across the globe. Wherever your event, we help get you the right audience for the best ROI. We also offer great advice and resources for planning strategy. Connect with us.  


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Where, When & How to Host Your B2B Event in Australia Wed, 05 Dec 2018 08:25:01 +0000 Australia is a constant on the global vacation destination hit list. Well, not all of Australia. There’s that giant uninhabitable desert in the middle that you’re best to stay away from. But the ‘land down under’ offers some bustling global...

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Australia is a constant on the global vacation destination hit list. Well, not all of Australia. There’s that giant uninhabitable desert in the middle that you’re best to stay away from. But the ‘land down under’ offers some bustling global centers of commerce, powerful industries, and amazing sights. Which makes it a natural choice for a b2b event, where a good mix of business and leisure are key.

Though planning an event in Australia can feel like a big endeavor. The differences in timezone, seasons, and business etiquette present a range of unique challenges. And despite the closeness many Americans feel towards Australia, there is still a cultural divide to consider. But we’re here for you. Here’s our quick guide to when, where, and how to plan and execute your first (or next) field event in Australia.

Top Cities and Venues

As a nation, Australia has a wealth of strong industries, but none as large as the services industry, and no cities as economically thriving as Sydney and Melbourne. And chances are, the majority of your clients are located within one or both of these locations.


Sydney is Australia’s center for spectacular attractions—from urban sights like the iconic Sydney Opera House to natural landmarks like the Great Barrier Reef. As both a major tourist destination and the country’s hub for financial and professional services, this is an ideal location for corporate events within all of the Asia-Pacific region. Here are a few venue ideas:

Small Events (Under 100 guests): For a cocktail party or business lunch, the Cellar Door at Cakes Wines offers a range of spaces—suited for small and large groups—a full catering menu, and (of course) an impressive wine list. For something more button up, try Dexus Place, or Here Coworking, a collaborative, creative workspace perfectly suited for ideation and relationship building.

Medium Events (100-500 guests): Consider The Retro Space in central Sydney for an eclectic arrangement of meeting spaces, a great atmosphere, and a central location. Or for an elegant evening event, book The Calyx in The Royal Botanic Garden or the Cell Block Theatre at the National Art School.

Large Events (500+ guests): Sydney is full of world-class hotels and conference spaces. Event Manager recently posted its favorite event venues for 2019, which features excellent options for both creative and conventional corporate gatherings. Beyond that robust list, we also recommend GPO Grand for a gorgeous private dinner or party, and The Roundhouse at the University of New South Wales for a modern conference space.


Cosmopolitan Melbourne is Australia’s cultural capital, home to rich and diverse ethnic communities, progressive subcultures, and some serious sports fans. Due to its booming economy and a rate of growth that has set Melbourne on track to supersede Sydney as Australia’s largest city in the next decade, this capital city is a premier place to do business.

Small Events (Under 100 guests): For a hip, after-hours function, reserve The George Lounge in St. Kilda. Or if you’re looking for a functional coworking office space/events venue, Exchange Workspaces in Richmond has meeting rooms for hire as well as a large industrial event space for crowds up to 100.

Medium Events (100-500 guests): Coworking spaces are all the fad in Melbourne. Check out One Roof, a women-run coworking space, and Creative Cubes for sleek workspaces with multiple locations. For a larger space, Woolshed in the Docklands offers a variety of space options in a happening location. Still looking for more? Woolshed’s parent company, Atlantic Group, has a range of other event spaces to choose from.

Large Events (500+ guests): The Royal Exhibition Building, a UNESCO World Heritage Building, is one of the world’s old exhibition venues. It’s a gorgeous setting for trade shows, conferences, or dinner/cocktail events, with space for nearly 3000 guests. Also have a look at the Melbourne Museum and the Australian Events Centre at Hyatt Place for other large-capacity venues.

When (and When Not) to Schedule Your Australian Event

Weather plays a factor when choosing your event date. First thing to know: On the opposite side of the equatorial divide, the seasons are…opposite. So winter in North America is summer in Australia, and vice versa. Next: Australia is HOT. Though California’s Death Valley still tops the charts as one of Earth’s hottest places, Sydney recorded a high temperature of 47.3° (117°F) in January 2018. While in general Australia has a mild, warm climate, it’s prone to spikes in temperature. So unless you want to risk intense heat—and the potential infrastructure issues caused by it—schedule around the summer months.

Otherwise, when choosing the best and worst times to plan a meeting, consider other big events that may monopolize local venues or create travel issues for attendees. The biggest annual events include Sydney’s Gay and Lesbian Mardi Gras—one of the largest LGBTQ events in the world with 70,000+ attendees—and the Melbourne International Film Festival in August.

How to Plan for Success

In short, don’t make any assumptions. Because Australia may feel familiar and accessible to Americans, it’s easy to take a few things for granted. Here are a few points to be diligent about:

Red Tape

Yes, you need a visa to enter Australia. Don’t overlook that, even if you’re only going for a few days. U.S. Passports holders entering the country for business or tourism for under 90 days apply for a visa at the Electronic Travel Authority.

The Language Gap

Australians speak English. Americans speak English. Easy! Yes—and no. Of course, there are the charming lexical differences between the two forms, but that’s not where the language divide stops. There’s the cultural side of language, as well, meaning (in this context) communications etiquette. Knowing the basics of Australian etiquette can help form fast business bonds in an unfamiliar environment.

Australian Business Culture

In general, Australia culturally differs from America in some unique and lovely ways. (We’re particularly fond of their penchant for abbreviating everything. Yes, we would like a brekkie sanga, thanks.) And regarding business culture, Australians have a ‘way’ that may be surprising. Despite a joking and casual manner, Aussies can be disarmingly straightforward. And while that may suggest a fast deal, don’t be fooled. They are known for a leisurely pace in decision making (and life).

So there you have it, a quick resource guide for planning an Australian event. We know that organizing any event is challenging enough without adding a different culture, currency, and season into the mix, but we promise that it will be worth your while. So grab your carry on bag and sandshoes and get going!

At Banzai, we help marketing professionals build and host B2B events across the globe—even in Australia! So if you’re planning a b2b event Down Under, we can help get you the right audience for the best ROI. Connect with us to discuss the perfect attendee acquisition strategy.

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Pipeline Podcast: Comfort with Ambiguity Mon, 03 Dec 2018 16:31:38 +0000 This week’s Pipeline Podcast features Liz Pearce, Chief Revenue Office (CRO) at Portland based Streem. As the CRO, Liz wears a variety of hats, but always maintains a clear focus on the customer. She offers incredible insight on what it means...

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This week’s Pipeline Podcast features Liz Pearce, Chief Revenue Office (CRO) at Portland based Streem. As the CRO, Liz wears a variety of hats, but always maintains a clear focus on the customer. She offers incredible insight on what it means to be a flexible leader that is comfortable with risk. Listen to the latest podcast and let us know what you think! How do you get comfortable with ambiguity?

Make sure to follow Liz on Twitter @lizprc and connect with her on Linkedin. You can also learn more about Streem here.

Read the full interview transcript below:

Joe: Welcome to the Banzai Pipeline Podcast. Today we’re here talking with Liz Pearce. Liz is the Chief Revenue Officer at Streem, formerly CEO / marketing consultant at Liquid Planner and has worked at a number of other companies in sales and marketing roles over her career. Liz thanks so much for joining us today.

Liz: Thanks for having me.

Joe: First thing I want to talk about is your new company Streem. You’ve been there for not quite a year, right?

Liz: Six months.

Joe: Six months, so definitely not a year. And you’re the chief revenue officer. Tell everybody what Streem is.

Liz: Yes, Streem is actually a Portland based company. I’m located here in Seattle, the company is in Portland. We do mobile AR. So our mission is to make the world’s expertise more accessible and we do that by connecting pros outside of the home to consumers in the home and we give pros an augmented reality toolkit so they can drive the conversation with the consumer and they can actually use things like a laser pointer or a 3D arrow to mark things in reality and help the consumer understand how to fix their appliance on their own without having to wait for a truck to show up.

Joe: And it all works through your phone screen?

Liz: Yeah. We’re also doing some interesting things with the data. We’re capturing the depth information in the home, so the pro can after the call collect remote measurements and we’re also doing character recognition and object recognition with what we capture. We’ll actually label your model number or serial number. It’s really easy for the pro to get that information after the call.

Joe: Liz, your role at Streem is Chief Revenue Officer. This is a role that has only come into prominence in the last few years. You didn’t see this kind of role 10 years ago. What does the Chief Revenue Officer do in an early stage company? Is it sales, marketing? What function does it serve?

Liz: I guess formally the CRO role, at least its Streem, encompasses marketing, sales and customer success and those three functions really encompass the whole customer journey and then with the subscription model it is really important to understand that entire funnel and the funnel doesn’t stop when the deal is closed. You continue to nurture that customer and nurture the relationship and ensure that you’re providing great service all the way through the life of that customer with your company.

Joe: You might argue that it really just starts when the deal was closed.

Liz: You might. I think you should. For us we’re doing a lot of pilots and proof of concepts right now with the companies and each one is different. They all take different shapes and so a lot of time is spent on figuring out exactly how to structure the relationship. Thinking about pricing, thinking about the business model, and thinking about how best to evolve the product to meet the needs of those customers. It’s a really expansive role, a really exciting role. And I’m super pumped to be doing this particular job right now.

Joe: So maybe half of the role is finding that product market fit and honing that. Who are we serving? How do we go to market with that group? And then half of it is figuring out how do we provide an extraordinary customer journey once someone is onboard.

Liz: I think that’s fair. I think in an early stage company you don’t always know what’s around the corner all the time. And as we just talked about with Streem, in particular people see the technology and they think six different ways they could use it in their organization. We’re out there trying to find the lowest hanging fruit, the fastest way to provide value for them, to get feedback on the product, and to turn that back around into product improvements and new functionality. That’s the focus right now. Once that gets a little more solidified, we may turn our attention to driving demand and in specific markets segment and ask customers to come onboard, beginning to do more customer marketing and things like that. It’s a great role if you like variety and you like to be quick on your feet and responsive to what the needs of the customers are.

Joe: It may evolve over time like you said early on, it’s about finding revenue and then it’s going to be about scaling revenue down the road.

Liz: I think as you’re growing a startup you may have the ability to add one more head. I want to hire one person, where do we put that role? You can really look across that customer journey and try to identify where you’ll get the most bang for your buck. What resource can we add that will have the biggest impact on the overall revenue for the business. And it may not be in sales, it may be in customer success because you think you’ll be able to help drive growth and adoption with your existing customers more effectively than necessarily going out and pounding your doors for new business.

Joe: Well this is a mistake that we made Banzai early on. We put way too much emphasis on new logo and not nearly enough emphasis on customer success. Actually, they weren’t even different departments until earlier this year. How do you make that decision? How do you think about how to prioritize those scarce resources across the customer journey?

Liz: I think it’s a challenge that a lot of companies have. I actually went through this at my last company a little bit. My background is marketing and so it came really naturally to drive demand and get new leads in the door and work those new leads and that was kind of the easiest thing to do. The lowest hanging fruit at that point was like, “oh all these people are coming in and signing up, we can’t we can’t ignore those people.” In the meantime, customers are signing up and maybe not getting quite as much attention as they deserved. We were missing an opportunity to expand into those businesses. We ultimately corrected that and shifted a lot of resources and focus to existing customer growth expansion and cross-selling, but I think a lot of companies think we need to get more different customers, more logos, more references. It always is a tradeoff. But research shows that it’s much more cost effective to grow your existing customers then to bring on new. It was just a cultural shift.

Joe: Not to mention churn, right? When You’re churning customers out. That’s just that many more customers you have to bring them before you can grow.

Liz: Exactly. So super important to keep those customers, grow them and all aspects of the business have to be focused on it. A lot of times marketers get pigeonholed as people that are focused on bringing in new business but just as much marketing effort can and should go into working with those existing customers telling their stories, finding patterns in those customers and using that to benefit the whole business.

Joe: If I am thinking, hey I want to be a chief revenue officer, what’s the one essential thing that I must learn to succeed in that role?

Liz: I think you can be successful in a CRO role coming up from any of the feeder functions if you will.

Joe: Marketing, sales, customer success.

Liz: Exactly. I started in marketing, I added in sales a little later in my career and really enjoyed it. I added in customer success after that. My kind of starting vantage point was marketing. Now my main focus is sales, but it could shift depending on the company. I think the most important thing is to be really customer focused, to be creative and analytical, and think about the big picture right.

Joe: Keep everybody focused on what’s the number one priority.

Liz: Where do you put the most effort to get the most reward. It will probably shift over time. Again, you have to be adaptable to the needs of the business are.

Joe: So, adaptability probably is the key?

Liz: Yeah comfort with ambiguity.

Joe: The fog of war.

Liz: Exactly. Leave everything on the field.

Joe: When it comes to that customer success role. You said you did this liquid planner and you’re thinking about the customer journey here. What are the things that you found are essential that are different than new logo, demand generation?

Liz: I think with customer success you have to be really naturally curious about your customer’s business, and willing to go deep to understand their ecosystem, their challenges, and how to best apply your solution to solve those things. No technology exists in a vacuum. When we bring Streem into a company, we have to understand all the other tools that people that are using Streem use to do their jobs. And can we integrate? Can we complement? Does it fit into the workflow? What do we need to adjust to address any areas of friction? It can be somewhat technical, and it can be very detailed and so you have to have patience for getting into that level of detail with your customer and you also have to build that trust with the customers that they’re willing to open up their playbook to you and share that. You have to look at it as a partnership because if that trust isn’t there and you can’t work together to solve those problems you won’t get the adoption that you need. You won’t have a long-term relationship with them. Product adoption won’t expand within the company.

Joe: Right. So really digging in building that trust them, getting into the trenches with them understanding how they do their job. But what keeps them up at night.

Liz: Exactly. I just last week visited the call center of a customer that we’re working with and sat on the floor with call center agents.

Joe:  Well that’s very literally in the trenches

 Liz: Literally in the trenches and a great experience because you there’s no way to build that empathy with what your customer is going through without seeing it and a lot of cases, maybe that’s not always true. But for us it’s true. To see how they do their jobs, to see them maneuver through the different systems they have to work with is an eye-opening experience. It makes me think about our product in a different way and instantly generated a ton of different ideas and things that we need to solve for. Youdon’t always have that luxury of going and physically being there on site with people but any information that you can glean from your customers about how they work and turn that around into your own product thinking and customer thinking can help your business. The biggest thing there is just being curious and wanting to understand

Joe: Gathering that data even if it’s not quantifiable, but just taking field notes.

Liz: Yes, and you will start to see patterns and trends. If you can bubble that up to the folks making product decisions every day, then you’ll ultimately be able to solve similar problems for other customers in the future and that’s what you’re really looking for is a scale.

Joe: Carrying that flag to say like hey here’s what the customer needs to be successful. Being that customer’s representative within the organization to make them more successful. I mean customer success in a nutshell right.

Liz:  Yeah. Every customer will be different. You can’t design around one particular customer, you’re really looking for patterns. What things can we solve for in a generic way that can be adapted to the specific circumstances of each new customer that comes along. The other thing I’d point out is that when you’re selling into an organization and supporting an organization, you have to understand the different roles in the company really well. You may have one main point of contact and everything is going through them and that actually is a bit risky. We all naturally have our own interests in mind.  If you’re only dealing with one person that creates blind spots right in the relationship. So, it’s great if you can develop a network of people within your customer organization that you can have one to one communication with. You can have relationships with, that you can reach out to understand how you can help them solve their particular challenges. The person writing the check has a different job than the person who has to manage security, and IT compliance has a different job than the person who is using your product day to day right. And to build that partnership you want to get as broad an understanding as possible across these different roles.

Joe: So, it’s collecting that information then maybe from three or four different people who might all individually be able to blow up your deal.

Liz: No one person makes a buying decision these days in an organization. And you know it’s your job as a customer success manager or a sales manager or marketing manager or whatever your job is to have a good understanding of that map within the company and how they relate to each other what their different needs are in and how that could impact your relationship with them.

Joe: That’s a terrific insight. I mean I think that’s the kind of thing that marketers, at least in my experience often don’t think about. They’re thinking about who are my leads, what do my leads look like? In other words, who’s submitting my form on my web site or who am I targeting with my ABM campaign. But they’re not thinking about what is that iceberg of people under them look like below the surface.

Liz: Exactly.  If you think about it in relation to the funnel concerns that you just mentioned are very top funnel concerns, the things I mentioned are mid funnel concerns. Once you’ve gotten them interested, once you’ve gotten that first meeting, once they’re engaged, can you pre-empt the objections and the needs of the other people who are in the room. So, when the person says, “well, I need to get this approved.” What’s your answer to that? Ideally your answer is oh it’s going to finance for approval. Great. I have a business case justification already written up targeted to your industry. Can I send that to you? Boom. You’ve just made their job easier. And going out and getting that buy in from your financial buyer. Similarly, for every other role.

Joe: For whoever you know is pulling the strings.

Liz: Exactly. Yeah. And that’s the thing you develop over time. But it does make a longer sales process shorter if those things are at the ready

Joe: Would you say that being in the CRO role and having oversight over all three of those customer success, sales, and marketing functions. Do you thinkthe insights you’re gaining from one of those is able to inform the other functions?

Liz: Yes. Our focus is sales and so I’m using my time and working directly with customers to identify the common use cases, the common personas that are part of the buying process and codify them in a way that each new person we bring on can quickly ramp up on who they’re going to be dealing with right. So we brought in a new salesperson recently and one of the things I wanted to have him focus his time on initially, is understanding the different use cases of Streem. There are really five primary use cases that we’ve identified so far, and we have a number of customers and prospects that fit into each of those five buckets. We set up almost a little project plan for him read all of that opportunity notes, read the proposals that are out, read the correspondence, identify trends in the industries that are drawn to each use case, and then actually do writing samples and draft emails and copy to describe the use case as if he were sending a cold email. And it’s almost an academic or intellectual exercise but it is a great way to steep in that buying journey for that particular type of customer right. It’s been really fun to see his understanding of the product and the market evolve through each of those different use cases.

Joe: That’s a really cool insight. How have you guys operationalized that. I mean that sounds like something that a lot of companies could benefit from doing.

Liz: Yeah, we’re actually using Trello for that, so each use cases is a little project, has a card, has a checklist. And we just go back and forth. I think the more time you spend at the beginning to bring someone new onto the team, to educate them, and expose them to the information they need to know, the more you get out of it. It’s one of those things where it’s not necessarily urgent but it is really important. And I’m hoping that this way of ramping him up on the Streem business can be applied to not just salespeople, but marketing people and customer success people and even engineers, moving forward.

Joe: Looking back now. When I think back like 10 years ago, I think that there’s so many things I wish I could go back and do differently. If you could go back and like write a letter to yourself ten years ago and say look here’s what to look out for or like don’t screw this up, please for the love of God. What would those things be?

Liz: I think a lot of us that are Type A, perfectionist type people that find their way in business have a lot of fear of messing things up. Sure, it’s better to take more time to get it right than make a wrong move right and risk failure.

Joe: Analysis Paralysis.

Liz: Yeah. I would say that you have to have some inclination towards risk if you’re to be in a startup at all. But I think I would tell myself to move faster and not worry so much about breaking things and over the years, especially as CEO, I can think of a number of times where I didn’t let someone go as quickly as I should have. I started to worry too much about the company being fragile and I realize now that it was not fragile at all. It was very strong and companies that are built with a solid foundation of a great culture and a great product and a leadership team that cares about its employees can withstand a lot of change and a lot of adaptation to changing markets and competitors and people coming and going which is just part of life in a company. I would try to release some of that fear of things breaking.

Joe: So, you would just say like it’s okay for things to go wrong?

Liz: It’s OK. It’s OK if people are upset about things. It’s OK if not every decision is right. Maybe you can move a little faster and take more risk if you’re not as worried about that. Of course, you have to have done the work to build that foundation. But once it’s there, trust it.

Joe: What advice do you have for people who like Streem, are just starting out or like Liquid Planner when you guys were in the early stages of trying to run a lean startup, trying to find that product market fit or that growth. What’s your advice for them?

Liz: My first piece of advice is to really fanatically focus on your differentiator. Find that thing that sets you apart from the other players because there will always be other players and make that thing the best it can be. Once you’ve done that or as you’re doing that go out and find that part of the market that just has to have what makes you different and sink as much energy and attention and time as you can into understanding that market, building on it, funneling that back into the next stage for your product, and then start thinking about how to raise money from your customers.That’s the kind of money you want to raise revenue. And those customers that care about your differentiator are going be the first ones to show that with their wallet.

Joe: And if they if they’re not doing that, you’ve got a problem anyways.

Liz: Exactly, is anyone going to pay for this? That’s the first question that you want to be able to answer. And with a lean startup, as with any good business practice you have to be constantly prioritizing. I think the cream really rises to the top. Your customers will tell you what the thing is they must have to make this work for them. Your employee will tell you which one of them is most cut out for the ups and downs and peaks and valleys of running a startup. Pay attention to those signals like you will intuit what needs to get done right now. What employee has to be nurtured and which one has to maybe move on to another opportunity. In another interview I did I talk about the Rubik’s Cube of leadership and your challenge as an entrepreneur is to take this set of resources that you have that’s finite and constrained and figure out how to twist and turn it to get the most out of it for the company. It requires kind of looking at it with fresh eyes every day.

Joe: And viewing it through that lens of like how can I drive customer value.

Liz: Exactly. Even with Streem six months in, three months ago I was like okay we need to get ready to really start driving demand and doing more marketing. Two weeks later I was like, no we don’t. We don’t have time to do that. We have a lot to do with our existing opportunities. So never mind. And you have to be willing to turn on your feet and go back on what you said because this is what the business needs right now.

Joe: You have to kill the things you love to do what you have to do for the business.

Liz: And just because the book you read said that this is what you need to be doing

Joe: Or the podcast…

Liz: The podcast you listen to, just ignore advice and you get what you pay for it. Do people pay for this.

Joe: No. Maybe we should start.

Liz: You might want too. I mean all of those things should feed into to your own viewpoint of what should be a priority. But ultimately the end of the day you know it’s going to come from your gut.

Joe: That’s great advice Liz thank you so much for doing this with us today. Tell everybody who’s listening how they can find you and find Streem.

Liz: Sure. I’m on Twitter @lizprc and on LinkedIn –

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Introducing the Banzai Self-Serve Portal Thu, 29 Nov 2018 23:01:23 +0000 Banzai’s mission is to connect professionals to high-quality, educational B2B marketing events. This week, we’re excited to announce a major product release that will give marketing leaders the power to launch their own events on their own time. Here is...

The post Introducing the Banzai Self-Serve Portal appeared first on Banzai.

Banzai’s mission is to connect professionals to high-quality, educational B2B marketing events. This week, we’re excited to announce a major product release that will give marketing leaders the power to launch their own events on their own time. Here is a brief breakdown of what to expect with the latest Banzai update.

Create and update your event directly in the Banzai app

Create your b2b event in the Banzai platformWhether it’s 2:00 p.m. or 2:00 a.m., you can now set up your next event(s) on your own schedule. Rather than checking in with an account manager, you can set up new events directly in the Banzai app.  You’ll have full control over the details and the ability to modify them at any time.

Launch outreach campaigns

Launch outreach campaigns for your b2b eventTo maximize the likelihood of hosting a successful event, it’s important to begin inviting guests early. The new Banzai app gives you full control and full visibility into your outreach campaigns, helping you kick them off as soon as you create an event You can even upload your own targeted outreach and suppression lists to ensure the right people fill your next event.

Update onsite contacts

Update your event's onsite contacts Your team members might not always work on the same events together. The new Banzai app allows you to add as many onsite contacts as you’d like and associate them with specific events, ensuring that registrants are directed to the right person if they have any questions about the event.

Store and maintain your audience profiles

Manage target audience profilesYour events may not always have the same target audience. The new Banzai app allows you to  create and store various audience profiles that you can assign as-needed to each of your campaigns. This gives you more control over defining who you want at each event, maximizing the chances that your event is filled with qualified leads.

This update is just one step towards giving marketers all the tools they need to host successful events. Stay tuned for some big improvements over the next few months and happy planning!

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Embracing the Unconference: Tips for an Event Planner Tue, 20 Nov 2018 17:46:59 +0000 Depending on your general way of being, the unconference experience will be incredibly liberating or totally terrifying (we’re thinking of you, Type-A event planners). At its core, the unconference is about interaction—more specifically participant-driven interaction. There’s no set agenda, no...

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Depending on your general way of being, the unconference experience will be incredibly liberating or totally terrifying (we’re thinking of you, Type-A event planners).

At its core, the unconference is about interaction—more specifically participant-driven interaction. There’s no set agenda, no strict timeline, and no firm session types. Attendees arrive the day of the event and create the agenda together, collectively deciding on session topics. The goal? To have productive, collaborative discussions without conventional conference restraints. Dreamy—and maybe a little confusing. If the idea still seems ethereal to you, here’s a great overview of this unique meeting format.

The whole idea raises some huge question marks for a b2b field marketer. But despite the inherent risks the unconference poses, it can be a fun model and a great marketing tool and resource. Here are our top tips for unconference success.

Have the Right Crowd

For our part, we  think your best chance of hosting an incredible unconference is to have the perfect audience. While some believe that—at an unconference—any audience is the right audience, coordinating a perfect reg list is where the footwork happens. (If you need some help, that’s our sweet spot.) Perhaps even more than at a conventional conference, your attendee pool matters a lot. Think about it like a party, where the conversation is only as stimulating as the people in the room. But at a corporate unconference, you want charismatic characters with expert knowledge. A lofty goal. Be selective, but not so selective that you lose the element of chance.

Lay the Groundwork for Discussion

Just because the unconference model is open, and every topic is fair game, doesn’t mean that you should go in blind. Even in this loose format, everyone likes a little structure. By putting some parameters around the topic scope, you’ll relieve your guests from the stress of overchoice. You can easily add structure with a small ‘S’ by narrowing the topic scope of your event. So instead of a day of discussing ‘Wellness,’ you promote a day of discussing ‘Coaching Practices’ or ‘Trends for 2019’ within Wellness. Or give your attendees a leading question to resonate on prior to the event.

Curate a Productive Space

The unconference venue should be flexible, malleable, and creative. Because of the unpredictability of the day, you need a space that can accommodate any sized group—from large gatherings to intimate talks. One way to do this is to find a venue with an open floor plan and make strategic use of flexible furniture. This can be much easier (and cheaper) than finding the perfect space for any situation.

Aside from the physical space, be sure to consider the myriad conversation-inducing session types. Here are some great ideas.

Immerse Yourself

Try to shift your perspective away from being a field marketer. Sure, when planning your unconference, be the logistical guru that you always are. But on the day, once the event gets going, join in. Be the host, but be a participant. At this level, you’ll get a lot more honesty from your attendees—and a lot closer to their wants, needs, and values. So host a session (without a personal agenda) or just meld into the conversations being had. You’ll come away with more trusted client relationships and some great gems of information.

As a b2b field marketer, hosting unconference may feel like an enormous leap of faith. But even with a format that relies heavily on spontaneity, you can still comfortably structure the day with the right pre-event planning. And it you’re still totally out of your comfort zone, here’s a nifty unconference survival guide. (We know you can do it!)

At Banzai, we help marketing professionals build and host B2B events of every shape and size. So if an unconference is in your upcoming event calendar, we can help get you the right audience for the best ROI. Connect with us to discuss the perfect attendee acquisition strategy.

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Pipeline Podcast: The Art and Science of Marketing Fri, 16 Nov 2018 17:29:40 +0000 The latest Pipeline podcast features Jeremy Korst, president of GBH Insights and former leader at Avalara and Microsoft. Jeremy discusses the important blend of science and marketing when figuring out your brand’s singular, unique position in the market. Jeremy and...

The post Pipeline Podcast: The Art and Science of Marketing appeared first on Banzai.

The latest Pipeline podcast features Jeremy Korst, president of GBH Insights and former leader at Avalara and Microsoft. Jeremy discusses the important blend of science and marketing when figuring out your brand’s singular, unique position in the market. Jeremy and Joe talk about the need to understand the “why” behind your brand and how the right brand alignment drives everything else in your business.

Follow Jeremy on Twitter at @KorstJ and connect with him on LinkedIn.

Read the full interview transcript below:

The Art and Science of Marketing

Joe: Welcome to the Banzai Pipeline Podcast. Today we are here with Jeremy Korst. Jeremy was the CMO at Avalera, ran marketing for Windows at Microsoft, is a startup investor, board member. Just general marketing bad ass gets shit done guy. Thanks for being here with us today.

Jeremy: I get bored easy so lot’s going on.

Joe: You’ve done a lot of really cool things in your career. Before all of that stuff, rewinding, what was the formative thing that got you interested in marketing?

Jeremy: Yeah it was more happenstance versus planned. I had a desire early in my career to be in business leadership, more of a general manager mindset. I was really interested in product management coming out of my business school experience. So, I ended up in product management. I wanted to be close to the customer. Close to revenue. And it just so happened that the organizations I became part of and had the pleasure to work with, those rules tended to be in marketing. I went from actually trying to steer away from marketing classes during my business school experience to eventually becoming a CMO and really finding the place that I loved within a dynamic technology organization.

Joe: How do you think that marketing has changed over the past 10 15 years.

Jeremy: Let’s look at technology because I think that some of what technology is evolving into are things that were more common in CPG world for a while. And that’s the strategic importance and brand and for marketing. I think that a quick generic history of west coast technology companies is that you’ve had these very strong technical founders in many cases who come up with a great product solution, sometimes niche really fits an existing customer need and is successful. Eventually those companies grew to the point where they’re going to use venture funding other type of input from the outside and said hey maybe you guys should get some of those marketers over here.

Joe: It was more like a like an afterthought.

Jeremy: It was an afterthought. For those of us who’ve been in technology the number of times you’ve heard just the feeling that often marketing, and sales is often thought of as almost a necessary evil. What if our products could just sell themselves. That is a valiant, great goal.

Joe: A lot of people aren’t broken their spear on that shield.

Jeremy: We should continue to evolve. I think marketing plays a huge role in helping that to happen, like the Atlassian model which I’m familiar with. Generally, these companies looked at the go to market function as almost a necessary evil in many cases. You fast forward to today, the cost and barriers of entry and technology have come down so significantly. The number of great ideas out there, that are competing for mindshare both in the B2C world and the B2B world. It takes a lot of effort to be able to differentiate. To be able to find that place in your customers hearts and minds to be able to convince them to choose and continue to choose your product or service as a marketing play is a hugely strategic role in that. Analytically looking at it, the need for focus and segmentation and strategy and really getting crisp on differentiation are all key pieces that have been pieces of the marketing function for decades, but just increasingly important in today’s world. The tools that are available to us in analytics and research and outside in approach are being applied across the entire marketing lifecycle all the way from product innovation and bringing an outside in view into product innovation and the very get go all the way to targeted, segmented go to market strategy for demand gen and other.

Joe: What do you do you see it being like in the next 10 years? What do you see as being the major trends that marketing teams should be thinking about today?

Jeremy: I recently joined with the chairperson of the marketing department at Wharton. Someone I’ve gotten to know after school more, in a marking strategy and analytics firm. I’m really excited about this area. The trends that we see and what got me excited to join GBH Insights is that we see a proliferation of data and there’s more data than anyone can possibly leverage even at scale with artificial intelligence and machine learning although those are starting to come. But what is still lacking in many cases is good data. I mean really looking for separating the wheat from the chaff and being able to use the right type of analytics to effectively leverage the data to drive real business insight that leads to a strategy which leads to results.

Joe: Not just numbers on the chart but actual insights that you can turn into actions.

Jeremy: That’s right and it comes down the art and science combined. It’s exciting where we’re at today and will continue be the forefront is how do we analyze, capture or analyze, understand, drive insights from data whether it’s internal data around usage and behavior. Whether it’s external data from survey mechanisms or observation and drive those insights that we can then drive back into the organization overall to tell a story and narrative about our target customer and drive empathy for the target. Understand the competitive and dynamic environment. And of course, take all of that to market through hyper targeted and personalized messages, content, and promotion is where we’re going. I think the other trend that’s related to that is around marketing technology. You guys have probably talked about the podcast before. A huge proliferation in point solution marketing techstack.

Joe: You’ve seen the marketing tech universe chart that gets published every year and the first year is maybe 500 companies and this past year was more like 8000 or something, it’s an insane number.

Jeremy:  My aging eyes are having trouble finding the logos of companies I even know exist. I think that there will be a trend in consolidation there. And part of that is more and more CMOs and colleagues I’m talking about are concerned about fragmentation both of their technology stack and just the sheer maintenance of that and the challenges of managing that type of stack. But then also the fragmented customer experience that really is a fragmented strategy. I think we’ll be using data analytics and art to better define what is the brand and go to market strategy for those organizations and then fit a more refined consolidated tech stack to that, versus right now I think we all have friends, and I’ve been part of organizations where every vendor comes in with, “Hey I can get you 50 more leads a month” but it’s very transactional, and I think there is an opportunity next five to 10 years to take a more strategic view of that customer journey, how it relates to the brand overall and sell a more platform like solution to that marketing organization.

Joe: When you’re thinking about in a larger organization or even in a growing organization, not necessarily a huge global team like Microsoft, even a smaller company. What process do you go through to set that strategy and to keep everybody aligned? The people resources, the money resources, the time resources, all aligned on that strategy?

Jeremy: I come from a strategy perspective. For marketing and marketers that strategy is based on brand. What is your singular unique position and meaning in the market? What is that aspiration? Chances are you’re not there yet. Chances are it’s a way away but what is that aspiration? What do you want to mean to whom against other alternatives? That is such to me, a powerful way of driving an organization and it takes a lot of work and thinking to get that right. When I look at an organization, whether it’s medium sized or large is, have we done the work to really have that refined point of view. I mean the number of times I’ve had conversations either with my teams or with some of those companies I advise or am on the board of asking, “Who is your target customer?” and I hear something along the lines of everyone, I know we’ve got a problem and it’s all too common an answer. To me it’s all based on that. And once you get that refined, unique point of view, have empathy and understanding for the customer you want to over serve compared to anybody else, that drives all kinds of decisions. All the way from product strategy and roadmap to the way you care and support a customer. Most definitely how you communicate your position and propositions through which channels. But to me once you’ve got that piece, that brand strategy and position the rest becomes simpler. Not easy but simpler to go out then and define and execute.

Joe: There’s a great quote. I don’t know if there’s a secret to success but the secret to failure is trying to please everyone.

Jeremy: That’s exactly right. That is so right. We were talking before the podcast here about some of the success that Microsoft has had recently. Even with Windows one of the old brands I got to steward. I remember when I entered my role of leading Windows Marketing at the time. One of the documents I was going over and consuming trying to quickly come up to speed was this research report. And this was right after the launch of Windows 8 when we were gearing up to turn Windows around and launch what is now Windows 10. This report said to the extent, I’m summarizing, Windows is like a longtime spouse. Everyone knows all its weaknesses, and everybody knows all its strengths, but chances are the spouse is dating and Android or Apple on the side because it has lost spice in the relationship. And this is a research company that is coming in and saying this. What had happened is that Windows, and looking over its 30-year history, had tried to be everything to everyone. And by trying to be everything to everyone you’re nothing you have no meaning. We could talk about the way our brain makes decisions, the neurology behind it, psychology and marketing, all these things combined. But basically, if you don’t have a specific meaning it’s really difficult for consumers to make choices. That was a big a whole other story about how we changed that to make sure that we had meaning and brand. Windows built a product that delivered upon that meaning and is finally having some good success in the marketplace.

Joe: They have been able to move up into a premium category as a result of that.

Jeremy: That’s right and one of the insights we had early on, and I had a great team is one of the biggest pleasures my life working on that Windows 10 project. We had some super smart marketers and strategists. But an insight that we had is both over the history of Windows and the opportunity we saw with the target customer that we were looking at, at the time, is that Windows had meaning around doing. Like hey, when you wanted to use a device and an experience where you had to do something whether it was a build a company or write that first term paper or whatnot, that lean in experience, Windows often won from that experience. What it lost on was some of the more casual experiences. I used my smartphone or my tablet to play casual games or whatnot.

Joe:  Listening to music. Maybe this is why Mac early on really resonated with a lot of artists, creatives right. It owned that. Before anything else.

Jeremy: That’s right. Instead I think there was a period the Windows brand and product that we tried to be like, well hey we don’t want to lose that we want to be that too. And instead I think brand and marketing and product strategy is about making choices and prioritizations. I know you’ve got a strong background on product management so that’s probably core to your experience as well and we said, hey we want to have a great music experience don’t get me wrong. We want to have great casual gaming on the platform too but that’s not going to be our priority. Our priority is to make sure that more productive, more lean in doing and creating experiences, we want to have the best platform and devices out there to do that.

Joe: Yeah. Success in product management is about being willing to kill the things you love.

Jeremy: That’s right. Being able to say no. If you are not saying no a lot, you probably don’t have a targeted enough strategy.

Joe: When you’re thinking about that global brand building, figuring out how to pick values to resonate with something like that. How would you go about that process if you were the CMO of a startup that was trying to figure out who they resonate with who they want to own?

Jeremy: I think it is a different course from a large global brand that’s in 190 countries like brand Windows to large company like T-Mobile in the United States which I also worked for many years. To an Avalara to a smaller startup. So, there is a question of scale.

Joe:  Maybe you can talk about the difference between.

Jeremy: I think one is in the larger, more established companies, you have legacy and legacy can be a hindrance. But more often, if used appropriately, legacy can be very powerful. Part of that is trying understand that and the key across all of these companies of any size is that it needs to be an outside-in approach. I don’t care if you’re going to spend money on a quantitative research study of some type or whether you’re going to go out and talk to some potential customers. You’ve got to get outside and understand if you’re a larger company, really understand where you sit in people’s minds today. Or if you’re a new company trying to become that large company someday is out there really understanding and trying to put yourself in that customer’s shoes to understand the choices they’ve got to make including do nothing which is always an option.

Joe: I mean that’s the number one thing that every company competes with. People always ask you, especially if you’re a startup, when you’re pitching, investors will always ask, well who are your competitors? My biggest competitor is no one.

Jeremy: Momentum is a very strong thing and consumer behavior generally changes very small. The changes are small and take a long period of time. They are tectonic mostly. If you’ve observed that consumer behavior and find ways that your solution whether it’s product, service, or otherwise takes advantage of the momentum that’s already happening. Like some of Apple’s insights around the consumption of music and some of these other applications and figure out a way. I mean there’s a lot of other success factors they had in going in and disrupting that market that was established with the iPhone. It’s about really having strong insights around existing consumer behavior and trying to take advantage of that and make it simpler for customers to do some of things they are already doing and some of things they aspire to do.

Joe: So once somebody has identified that thing to focus on, what are the tactical steps you would take to actually roll it out?

Jeremy: Well to me it’s one of the factors is just hyper focus. One of the biggest challenges when I went from larger tech behemoth to very small technology companies was just there are so many opportunities. Whether it’s a different customer asking you for specific things. Whether it’s different channels or partnerships or feature functionality. We were talking earlier you got to iterate, you’ve got to learn, you’ve got to be able to be dynamic. But leadership has got to have a long-term view on where the brand and company is going.  We can at least keep it in guardrails and make sure that we are making progress with the limited resources we have. Whether that’s three people in a small room like this or whether it grows to a 50-person company or a thousand person company because it’s so costly internally and externally to make a lot of mistakes. I mean mistakes are going to happen. If you’re not making mistakes, you’re not driving fast enough and hard enough. Try to be intentional, prioritized, and focused on that long-term brand aspiration is what’s key.

Joe: And it’s a lot better to make a mistake in the right direction.

Jeremy: That’s exactly right.

Joe: Then to execute the wrong direction perfectly.

Jeremy: That’s right. Even if we look internally to that insight is that we’re all super smart, intention driven people. I mean there’s a whole spectrum. But in the technology world but outside of technology world I mean low level education and experience that we’re dealing with our peer set there’s a spectrum of course. But because of those types of folks that are in marketing and product management and are leading companies like that there’s also a need to understand why we’re doing it. In companies I’ve seen companies zigzag on strategy or make nonstrategic decisions that turn out to be failures. And that was costly but moreover it causes confusion within the organization. Right. I mean one of my things keep me up late at night at any organization I’ve been a part of is whether I thought my team truly understood the direction we’re going. And you can ask them folks to work with me. I had to when I get most troubled when I can sense because I see action or I’m getting questions that make it clear to me that I have not done a good job. My leadership team and I have not done a good job of making those privatizations driving that understanding in that communication so that people can do their daily jobs. I want every person, and this is definitely the case in a global organization. You want to think that every one of those employees are using all of that every ounce of the time they’re putting to their work appeared to be making smart decisions on their own to be able to go out and go drive the brand aspiration. And every time they have to go ask for permission or they’re asking a strategy question because leadership hasn’t made it clear, it’s not their problem, because we as leadership have not made it clear. It’s just friction in the system and it’s wasted.

Joe: We talk about here about avoiding that fire drill mentality. I mean it sounds like that’s exactly what you’re saying. How do you do that especially as you’re in a growing organization you know where people are. You had to have so much on their plate are pulled in so many directions.  How do you maintain that clarity of communication?

Jeremy: A couple of things that I think about along that regard is one is the fire drills are going to happen. And it’s as if you have to you have to plan for fire drills. I’m not sure what the drills are going to be but I know based on the way I’ve looked at the business over the course of whatever periods every business is different that we’re going to have to plan so much capacity the organization to take advantage to overcome these fire drills. But how am I making sure as a leader in a leadership team to make sure that I’m increasingly spending the organization’s time on a more planned strategic drive of our brand aspiration. And that’s got to bit get better over time period time where I think leadership teams got to reflect on hey how do we do this month. How do we do this quarter. How well did we do this year such that we’re spending more and more of our time on this longer mid-term to long term road that we’re going to and we’re not just getting caught on fire drills.

Joe: That’s staying above staying above the fray a little bit at the leadership level.

Jeremy: One thing I’ve also observed about myself and other leaders is because we tend to be accomplishment driven. Sometimes we get caught up in fire drills because it feels good to actually be solving something right. And sometimes those many times often those big questions distracting privatization are tough.  A lot of time a lot of focus time and energy.  I’ve caught myself doing this is like well man it sure feels good if I go down and go fix some of those fire drills today because I’ve done something. I think the organization’s got to turn its tack. And be got to be focused on that and like that increasingly amount of time focused on that longer-term aspiration. I also understand like I said initially is that urgent. The fire is going to happen to every single organization I’ve ever been a part of make sure that those are contained and as much as possible. You can plan that. It’s going to happen. Wow if we see our time we figured out for the team and a certain company say that 20 percent of our time is going be focused on those that we know they’re going to happen. It’s going to happen more as your customer base grows and things come up. Those types of things but wow. We self-assess and we’ve gotten to that 30 percent or 50 percent of our time something’s wrong. Chances are what’s wrong is we haven’t clearly articulated where we’re going.

Joe: Tell me a little bit about your new thing that you’re working on. You said you partnered with a person from Wharton?

Jeremy: Yeah. I’m still involved in a lot of startups as an advisor board member and investor. I love that work. But over the last few years I’ve gotten acquainted with and spent more time with Eric Bradlow who’s the Chairman of the marketing department at Wharton. Really impressed at his own academic research and some of the things he’s done around strong business applications for deep analytical thinking. He was partnered with another classmate of mine several years ago to start this firm which is a marketing strategy and analytical insights team and they’ve been doing quite well. Early in the year I agreed to join as a strategic advisor for the company and the more I learned about it and the work we’re doing and the opportunity to do a lot of what we’re talking about today is how do you work with global brands to help them leverage analytics inside and an outside-in approach to best position their brand, build products, understand how to acquire and retain customers and do it in a scientific way that is balanced with real experience and a practical approach, something that I and others of the firm can bring. Got me excited and ultimately joined formally here just a little while ago. It’s a fun time. Just even in the last few weeks some of the challenges that we’re being asked to work with some of these brands on are just fascinating. There’s really tough challenges and really exciting challenges to drive growth, retain customers, and do it in pretty leading-edge way. Each of these problems, because of the size and nature of what we’re dealing with, are very unique and take a specific set of tools to go figure them out.

Joe:  Yeah. If people want to get more information about that how can they find you.?

Jeremy: The name of the firm is GBH Insights so You can also follow me on social or look me up on LinkedIn and be able to find us through that too. We’ll be sharing for the ongoing future some of this thought leadership. One of the things the firm has not done because it has been so focused on just growing right now, is that it has this trove of academic and practical thought leadership that when I look at it from a marketing practitioners’ perspective is like, “Oh my goodness I wish I could have seen that. ”

Joe: Like a treasure chest of stuff.

Jeremy: We’re a boutique firms we’re just going to focus on a handful of customers over the coming years. But what we are going to do is try to get more of that thought leaders disseminated out so that people can just use it and take advantage of it. Looking forward to doing that.

Joe: Check out Jeremy on LinkedIn Twitter @korstj

Jeremy: KorstJ was what was available when I signed up

Joe: And watch over this cool stuff that you’re going to be publishing.

Jeremy: Yeah sounds good.

Joe: Cool. Thank you again so much for doing this.

Jeremy: It’s a pleasure. If it’s been fun getting to know you over the last year or so and watching this company and what you’re doing. I’m excited to keep watching.


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Banzai’s CEO Named to Forbes 2019 30 Under 30 List Tue, 13 Nov 2018 21:37:18 +0000 SEATTLE, November 13, 2018 – Banzai is proud to announce that CEO and co-founder, Joe Davy, was named to the Forbes 2019 30 Under 30 list. Joe joins 29 other exceptional leaders in the Enterprise Technology category. “It’s a big...

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SEATTLE, November 13, 2018 – Banzai is proud to announce that CEO and co-founder, Joe Davy, was named to the Forbes 2019 30 Under 30 list. Joe joins 29 other exceptional leaders in the Enterprise Technology category.

“It’s a big honor to be part of this list that features so many great people and friends,” said Joe. “Forbes has done a great job compiling this list since 2012, and it’s a leading resource for entrepreneurs like myself.”

Joe’s leadership led to extraordinary growth at Banzai. The company’s grown from two employees to 50 in just two years. “Being a leader at Banzai is all about the culture and people we have cultivated. We are building a place where people are excited to come to work every day, and where they can do great work and have a big impact” said Joe.

Before starting Banzai, Joe was an executive at Avalara and founder of multiple Durham-based startups. He began his entrepreneurial journey with EvoApp, a tech startup that he co-founded in 2009.

Congratulations to Joe and to all the incredible leaders represented in the Forbes 2019 class of 30 Under 30.

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Escape the Cold for your Next B2B Event Fri, 09 Nov 2018 08:27:40 +0000 Some of us love cold weather. If you spent your childhood in a region that dumps snow or rain all winter, you may find a sense of comfort when the leaves turn and everyone pulls out their parkas. But even...

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Some of us love cold weather. If you spent your childhood in a region that dumps snow or rain all winter, you may find a sense of comfort when the leaves turn and everyone pulls out their parkas. But even the most hardcore chionophile experiences a breaking point. You know, that moment when winter is all you can remember? When summer seems like it will never ever come again? And when that time arrives, it’s a great time to be a field marketer with a market in the American Southwest. So start planning now for Q1 b2b events in a sunshine state. (You’ll thank us in March.)

San Antonio, Texas

Okay, so San Antonio isn’t off-the-charts hot with its average winter high of 64°. But if you’re coming from sub-zero temperatures, it’ll feel like the surface of the sun. You’ll be able to thaw out while enjoying some of the colonial city’s iconic food and unique event spaces. If you’re looking to host a dinner event, head to the gorgeous, historic Fig Tree Restaurant in the La Villita district for a classic feel, or reserve a private space at Cured in San Antonio’s hot Pearl neighborhood. For larger corporate events, check out our list of local venues, or book a party space at Howl at the Moon or Sunset Station—a 20,000 square-foot venue with its own movie screen.

Tucson, Arizona

Though Phoenix is the most populous city in the Copper State, Tucson is nonetheless a hotspot for business—particularly in the startup market. Thanks to this and the local University of Arizona campus, there’s a spirit of innovation and entrepreneurship in Tucson that’s bringing more and more attention to the city as place to grow your market. So go off the beaten path with your next field event and head to the Old Pueblo. You’ll find plenty of great venues for small- to large-scale events, and a slew of unique spaces to host a special client dinner or party. We recommend Agustín Kitchen for groups less than 35 or the super atmospheric El Charro Cafe, offering multiple locations and room options to accommodate parties of up to 70 guests.

Santa Fe, New Mexico

“Curious as it may sound, New Mexico liberated me…The moment I saw the brilliant proud morning shine high up over the deserts of Santa Fe, something stood still in my soul and I started to attend.” – D.H. Lawrence

Many an American artist and pioneer have echoed the sentiment of novelist D.H. Lawrence, enchanted by the big sky that “strike[s] you like a blow”. So, if you haven’t yet ventured to the New Mexico’s capital city—offered deferred for its larger sister city of Albuquerque—its high time you got there. Tourism Santa Fe offers a great rundown of the event venues in the city, from standard convention centers to remarkable spaces like the Ghost Ranch at Abiquiu and the Allan Houser Sculpture Garden. For the truly adventurous and unconventional, don’t miss Meow Wolf—suitable for only a very specific type of client event. (And if you check it out, please let us know!) With their eclectic range of food, venues, and cultural histories, these three warm-weather getaways are good for the body and soul—and great for a memorable marketing event. (So don’t pack all your t-shirts just yet.)

At Banzai, we help marketing professionals build and host B2B events across the globe—even in the vibrant Southeast. If you’re headed to Texas, New Mexico, or Arizona for your next event, we can help you gather the right audience for the best ROI.

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