Learn How to Master the 5 Crisis Points in Marketing
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Mr. Biz Radio: Learn How to Master the 5 Crisis Points in Marketing
Unedited transcription of the show is included below:
Welcome to Mr. Biz Radio Biz Talk for biz owners during the next half hour, Mr. Biz, Ken Wentworth, a leading business advisor, and two time bestselling author we'll cover topics that will help business owners run their companies more profitably, and more efficiently. If you're ready to stop faking the funk and take your business onward and upward, this show is for you. And now here's Mr. Biz, Ken Wentworth.
All right. Welcome to another episode of Mr. Biz Radio with me, Mr. Biz, Ken Wentworth. And this week, we're going to talk about we've talked about this topic a few different times, several times over the last four plus years of doing the show, but I think we've got a different, we've got a guest this week that has a bit of a different spin on it.
And I think that's, what's going to be very interesting to see this week, our guest is the CEO and founder of The Artist Evolution. At one point in his life, he lived in a teepee. He's been a Hollywood musician. He is the author of a book called “Don't Buy a Duck”. Yeah, we're going to get into that later. And he's also the host of a business leadership the business leadership series podcasts. So our guest this week is Mr. Derek Champagne. Welcome to the show Derek,
You can thanks for having me a big fan of what you're doing and thanks for sharing your platform today.
Yeah, absolutely. No, I'm, I'm glad to have you on I know I got connected with your background and I'm like, okay, we gotta have this guy on. So, so w with that being said, tell us about your, your journey, your career journey, your entrepreneurial journey,
You bet. And, and, and let me say this there's a lesson in there can, is you know, I learned at one point in time to embrace my past and not, not, not hide from it, right? Like, there's this, there's a lesson there about telling your authentic story and seeing who connects with it, and that that's the best story to tell, but there was a while there that I didn't share all my details. So thank you for connecting with that. I was I was always from an early age, interested in, in business entrepreneurship and in music. So my, my parents were part-time touring musicians back in the seventies and eighties. And so I'd go on the road with them. Part-Time my first time on a stage, I was three. My mom had us up there singing and it just kind of connected from there.
And they would go from town to town and play shows all over the country. And so I really got to see firsthand. This is, I think I had this fascination of taking art, taking music and putting it in front of an audience, seeing how they respond. And as I grew, I started being with my brother at 11 years old. We were, we were doing tours from Arkansas to Nashville and having people drive us. And so really an equal love for me, a business and, and and a music. And I, I actually I was actually managing our band at the age of 11. By the time I turned 18, I had started one company in the cookie space famous Amos. I bought a famous Amos distributor ship as soon as I turned 18 and brought it to Northwest Arkansas, Oklahoma department, Missouri.
And I was known as the cookie guy and the music guy, and I built that territory up and sold it. And when I had the first opportunity to make a change, I decided edit that I was going to move to California and explore or music. Just, I remember sitting on the beach with some friends in Florida, and I said, in one year from now, I'm going to go and I'm really going to follow my dreams, and I'm going to, I'm going to go as far as I can and pursue music at the highest level. And I'm going to go to this place called musicians. It's a to Hollywood here. I was on a, you know, a guy that grew up on an Arkansas dirt road. Just, you know, that seemed like a crazy dream, saw it in a magazine. And I did it.
And you know, what I didn't mention is when I turned 18, the first thing I did was went and bought a bulk mailing permit. And I was booking shows for us 200, sending 200 press kits out at a time. I was one of the first people I knew that had a website. I remember back in those days when, when that was still pretty novel. And so it was always looking for, for growing things like that. So I moved to California, I went to musicians, I started a few companies while I was out there. I also had an entertainment company. I was, I was playing shows at on the sunset strip three, four nights a week doing tours. And really just had a lot of fun at one point in time. You know, we got to do music on TV shows and soundtracks.
And at one point in time, I was even the, the, the house bass player at the Viper Room at the time that Johnny Depp owned it, I was the Sunday night musician there just a very different life than I had grown up in. And I really pursued that for a long time. And that was there around the time that the music industry changed. You remember Napster when all that stuff happened. And I was in the middle of that. And back then, it seemed like my life was kind of crashing down or was pivoting around me. Cause it was one of my lifelong dreams to really do music, always. But I didn't realize I was in the middle of this really amazing digital transformation that I recall now and use to my benefit in our companies. But back then it was a big deal.
So a lot of the bands I knew they were all signed to major labels. We were on the label, we had an agent, we had a manager and everybody was just shelved. A Napster came along. The record industry was crumbling as we knew it. And there was just a lot of changes happening.
And I had an opportunity to make a change. I had an oral surgeon, this, this business doctor who had his own jet and own like 18 companies. And I pitched an idea to him outside of, outside of the, the the music space. And it was a really in the dental market. And I pitched this idea that w was taking advertising and putting out nationwide. And and the, the businessman liked it. And I said, you know, the caveat is I like to run this. And so I started from while I was in LA, still doing music, I, I, on the side, helped build this dental marketing product in the advertising space that when we launched it nationally in five dental disciplines.
So we were in a, I'm not going to forget them all, but oral surgery general dentistry periodontal orthodontics, et cetera. I met my wife during that time. She has had a, been an actress and, and we kind of got tired of the midnight shows and that kind of that exhausting life. And moved back to where I had grown up Northwest Arkansas. She fell in love with the place.
And I had an opportunity there to work it with an agency where our clients were dialed T-Mobile rubber made Crayola. And what happened to me though, Ken, that was interesting is that I had left intentionally left the business, right? And so, while I was gone, I just assumed that this is what I learned about my character at the time that I wanted to improve is I just assumed that the projects, I was a part of what stopped, never even thought about being a legacy entrepreneur, where you want to make things grow.
I just thought, well, I'm gone. I'll stop. Not only did my main project not stop, but a thrived and an artist called John Mayer actually endorsed the band picked it as one of his favorite new projects, millions and millions of views. All this stuff happened. And even one of the songs that I had should have had a writing credit on, I didn't get. And so by just this odd transformation within a six month period, I went from being in LA, being a primary in this whole, you know, a spotlight to sitting in a cubicle in Bentonville, Arkansas, and the Walmart vendor space with this agency. And I literally heard a boom in my head. Like I heard this, this boom. And I went to the emergency room and they said, you're fine. I went back two more times. And then the doctor said to me, Hey, Derek, you're not sick.
You're unhappy. And you've got to make a change in your life. And you're either going to learn to live with your life, or now the new changes you've made and your pivot, or you're going to go off and you're going to do something different. And within that next two weeks, I went and started my own agency, the arts evolution where, where I've been, we're going on with 2007. So we have going on 14 years right now. And I worked from startups to household brands and in between, and helped them for over a decade launches some pretty fun campaigns. So that's, that's kind of where I was and where I'm at now.
Interesting. Interesting. Yeah. A lot of, a lot of twists and turns in there
A lot, a lot of pivots, and I've seen it in a life cause I've seen things happen in decades sometimes, right. Or half decades. And, you know, I saw a meme not recently on social media that, that you know, a Caterpillar said you've changed to the butterfly. And the butterfly said, I thought we were supposed to change. Yeah, it's really an evolution. Right. And as entrepreneurs and as, as leaders and as learners, lifelong learners I think we continue to grow and it's not always surprising that there's twists and turns in our journey.
Yeah, absolutely. And I think, you know, kind of what I take from it is all those twists and turns throughout your life, while at the time they may have been challenging, have forged you into the successful person you are today. If you hadn't gone through those experiences you may not have had the same, you know, fortitude, perseverance, et cetera that you have now to make you successful now. Okay.
It's one of the blessings that we have with that comes with age, if we're lifelong murders and I stress that those two works, right? I mean, lifelong learners is critical. And people, if people introduce me as a marketing guru, or I say, no, I'm a marketing student. And I tell them those that come to work for us. If you thought you were done, because college is finished, you're in for disappointment because in the industry we're in, we're always learning. And then life as leaders, we have to always be learning our lessons in order to keep growing.
Definitely, definitely. I agree with that a hundred percent. Well, we're going to hit a break here, guys. Pay some bills. Wouldn't run some commercials real quick. We'll just be back with you here in about a minute, but we're going to have on the third segment, Tara is going to talk to us about the five crisis points and marketing. So stay tuned, Mr. Biz Radio
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All right. Welcome back to the show and it's time
The Mr. Biz tip of the week. And this week's tip is if you are not willing to take the risk, you are willing to accept mediocrity. You've got to take that risk. You gotta jump out there sometimes I'm not saying to be crazy about it, but you, you definitely have to take some risks in life. You look back at all of the people that we think of. Now you look at in the world in all different disciplines, industries, et cetera, that are successful, we would consider to be successful. They have all at some point taken risks and not a risk, but typically many, many risks, and frankly failed at some of them. But that's just part of the, the evolution kind of like what we were talking about with Derek in the first segment.
So very important thing there. And so I should mention, are you tired of waiting?
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All right, let's get back into talking with this week's guest, Derek Champagne. You can find out more about what he's got going on at theartistevolution.com and he's got a lot of really cool stuff. There's a ton of content out there. Definitely check out his website.
But Derek, so you shared a bunch of good stuff. I got to jump back to something you had mentioned. So you mentioned a guy by the name of, I don't know, John Mayer is kind of slow, you know, slyly dropped that one in there. W w what's the w what was the story behind that a little bit?
Yeah. Well, you know, that's interesting. Yeah. Let me dig into that a little bit more. You just basically heard the project or the band that I was in was selected by MTV employees as their favorite band. So it was getting great traction when they interesting things about LA though, is there's always a reason to stay in that business, right? So there's always one more reason to stay. There's always one more contact, no more connection, which is good. But the John Mayer one that was interesting was he, he just picked it as one of his favorite band picks the music, and that really just helped catapult it. So I think it's really that simple, but I'm happy for the project and the big lesson I learned personally out of that it taught me how to be a legacy entrepreneur in general, that lesson did and meaning that whenever I put my thumbprint on something I want to be happy. Not only when I leave it to succeed, but I want to do everything I can to help it grow on some gone. That's just a different mindset.
Yeah, no, I think that's, again, critically important. And again, one of the looking back now, one of those probably tough, tough life lessons to learn. You've got, it's like I tell our kids all the time. I said, you know, I want you as a teenager, metaphorically to skin your knees down again. Right. I want you to skin your knees while you're here while you're still living under our roof. So I can help you through getting your knees skin, because I don't want you to, when you get on your own to break your leg
I think that's great advice. Yeah. W w you know, I encourage people now, if you feel that icky feeling, if you feel, if you see something that you, that maybe you're uncomfortable with about yourself, or, wow, I didn't realize I had that kind of reaction. I encourage you to lean into and explore why, because if we don't, we stay surface level and we don't continue to build our character grow. And it's critical, critical for us as leaders, even if we're only leading ourselves to lean in, in those moments that are uncomfortable. You know, I really liked your tip of the day. For me, I share often that meaningful change is going to be uncomfortable. Do you want to change? Do you want to grow meaningful growth is going to be unconscious.
Yeah, absolutely. Absolutely. Well, look, I, I mentioned this at the outset when I introduced you, but I got also hear the story behind the, your book don't buy a duck.
Oh, I'd love to share that. Yeah. So excellent. Thank you. So you know, that CA that STEM from so many things, but what happened for us as many years, for many years, and I'll share more in the next segment, but you know, I, I've done thousands of audits of businesses, and it really came up with these, these, these common issues and problem areas. And so I built the book based on that, but it really stemmed from me having this experience when I was eight years old and I was eight years old, and my mom had one of these features on her car. You may be familiar with it, maybe not, but it basically braked at every yard sale that we saw and would just automatically pull in. So we stopped at every yard sale that we ever saw. Okay. And the particular one on that day that I remember what the duck that we bought was a 1984 Oldsmobile green station wagon with the wood trim.
Can you picture it over that yard sale chair yet? You got it. That's right. We pulled into this yard sale. I was eight years old. I had $5 in my pocket and it was kind of like a church, a state yard sale. And we were on the, went around the corner and the stars aligned for my eight year old lies. It was a duck and the actual duck sitting there with a string around its web, but, and that was for sale for $10. And I said, mom, I've got to have that. And she seemed to know something that I did. And she said, ah, that's a duck. Like, I know it's a duck. I need it. It's like, are you sure you want a duck? And I talked to my brother and he give me his $5 to, I guess that was my first sales experience.
My older brother I should add. And we bought the duck. And what I share in the whole premise of the book is about the time that that duck was placed in the back of that cardboard box in the back of that car is about the time that I had that, that nauseous feeling in my stomach, that everyone has. At some point when they get buyer's remorse and small business owners can really relate to it when they've made a purchase, they shouldn't pick in any consumer can remember, can feel it when they bought a boat or they did something in the purchase was more fun than the actual getting the product. And about that time, I had that experience as when Matt duck flew out of the box and it was like an albatross in our station wagon. And it went crazy while we were driving down the road.
So we were able to safely get it out of the neighbor's pod eventually, but not without doing permanent damage to my psyche. And so the first thing, when I started work with these business owners and going, do you spend money on what you're doing? What, what, wait, did you not even measure that, wait, that does work. That doesn't work. It's like, wow, they're buying a bunch of ducks. And I named them quackers by the way. And he lived all his days out in the neighbor's pond. And so that's the analogy I make when I, when I teach on marketing, is the, are you buying a deck? And that's the premise of the book.
I love it. I love it. No, I, and I think that's great that you have that premise behind it because that, that's definitely the title is something that makes you lean in and go, wait a minute. What's this about?
Well, if I can tell you one more quick fun story about that is one of my heroes is Seth Godin and Seth Godin endorsed the book which was, which was a real, real exciting for me is I sent him a request to look at it and I just, I put don't buy a duck. And then I put quack and a question on this in the subject matter, because I knew it was just quirky enough that Seth might open it and take a look at it. And then if he did, maybe he would take a look at the content and that's the title is how I got set to look at it and ultimately reading, give us that endorsement.
Awesome. That's a great story. Yeah. Very interesting. Very interesting. So we've only got about a minute and a half here left, but so I don't know if you can cover it in this amount of time, but I did want to talk to you about one other thing that I know I've, I've seen in your content that you mentioned, and that is people making strategic versus emotional decisions.
Yeah, that's critical. You know, I see often I have a chapter in my book that says getting married should be an emotional decision, but spending money on marketing should not be. And if you have a good plan, and if you have some of the things in the five crisis points that we'll talk about in the next segment, then you can be strategic and actually have fun placing your marketing because you understand where it fits in your budget. And it's really important. We think about the Maslov's hierarchy of needs. There there's, the bottom one is survival you know, eating shelter, those kinds of things, which served us really well when we were in the caveman and cave woman days, but it doesn't serve us well when we're making strategic decisions for our marketing growth. And I see a lot of businesses that are making decisions from that emotional side. And when they can learn to let go of the emotional, be more strategic that's when we start to see growth, we coined a phrase, pet mag plan, execute, track, measure, adjust, grow. When we work with clients and we work with businesses, we follow that methodology. We're not panicking. We're spending money the right way, and we can be strategic instead of emotional.
I love it. I love it. Look, I'm a numbers, nerd, Derek. So definitely a strategic it's funny enough. I even tell people that I am strategic to a fault in that. I'm always thinking ahead. And then the bigger picture and I do it to a fault because in the meantime I trip over the curb, that's right in front of me because I'm always, you know, looking out on the horizon and trying to figure out what's next.
Well, look, we're going to hit a break here, guys. We're going to continue talking
With Derek Champagne, theartistevolution.com.
You get the five crisis points in marketing.
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All right, so let's get back to talking with this week's guest, Derek Champagne, CEO, and founder of The Artist Evolution. You could find out more theartistevolution.com there, walk us through I know you talked about this in your book as well, but the five crisis points in marketing.
Yeah. I'm happy to share this and this isn't just something I coined to try to get something catchy. This is what happened with reviewing thousands of brands, right? We go in and do audits from startups to household brands that you know, and the common crisis points that we have found are these five I'm going to share. And they really are simple, which to me is good news because that means there are things we can address and fix, right? It's not complicated. The first one is who am I simply, who am I? What is your business stand for? And a lot of times we see that businesses have not taken the time to really address what makes them really unique. What's your unique value proposition? What, why would someone do business with you over the competitor? What is it that makes you different? What do you stand for?
What's your unique story and taking the time to do that? Who am I? It seems pretty simple, but I can see it often overlooked where there's confusion in the brand. We had one brand that we worked with that was called AMG, a M G I N E. And that was a clever nod to the word and make ma had no idea who they were. I did an hour and a half consult with him Ken and I couldn't figure out, I finally figured out what they do. They were weatherproofing experts. They would debrief these mansions, put tieback, coding on them and bring them back up and make them weatherproof. So we changed their name to weatherproofing experts.com. It does not make a lot more sense. They weatherproof your home and they, they had these confusing puzzle. These puzzle pieces is a logo and they wanted to keep it.
So we kept those puzzle pieces as an umbrella, over a home, they were protecting. So there you go. Who am I understanding who you are clearly and translating that clearly so that your audience is not guessing you ever seen a commercial or misses? That's not your fault. Okay. Right. Who were they? Next one is who are they? This is simple. So far, understanding your customer a little bit better. Like, who are you talking to? And really going deep with them. Like what matters to them? What stage of life are they in profile their what's their political affiliation? What are their preferences? Are they empty nesters? Are they, are they saving for retirement? W where are they in their life? And why does it matter? See, we call it this brand's Bermuda triangle. And we often see this little getting lost between who am I and who they are as one of the most common crisis points.
I've seen marketing work because we go in and do these audits. Oh, I tried Facebook ads. It didn't work. Oh, I tried this, it didn't work. Oh, we did this. It didn't work. Really. I always say, why didn't it work? And there's times they're right. But sometimes it was a small tweak, a small tweak in one of those two points. So getting real clear and removing yourself from the brands, Bermuda triangle with those first two points, who am I? And who are they? The third one is critical. It's another simple one. What are the tools you're using? In other words, your website, your identity, your messaging, what are the tools you're using? Oftentimes we see clients get really clear on who they are and who their customer is. And then they don't take the time to adjust the tools. So they get marginal results. Like, Oh, we're not going to adjust our website, but you didn't change it.
You didn't change it to really hold the customer's hand and take them through the journey. So let's connect all the dots with your tools to make sure they represent you properly. We had, one of my examples is we had a potential client come to us and they'd had a world war II plane, and they sent me a word document. They said, Hey, we're trying to get on the history channel. I said, awesome. Okay, Sammy, what'd you have, they sent me a word document that had a picture of a black and white Wildcat war, plane, and a pitch with tens of millions of dollars in requests for sponsorship. And I just thought, what is this? I went and visited them. And Ken, I was blown away. They had two massive airplane hangers that filled with dozens of their personal collection of jets and world war II and airplanes that they had lovingly restored.
So they made stories that represented themselves to me and to the history channel. They didn't give it the right justice. We didn't understand how special it was in the center of his collection was a world war II Wildcat, one of 12 left in the world that is even flyable one of the 12. And he was buying the second one. And he wanted to take those two and do these big shows with them. Well, that's something I can get behind. So that's exciting. So now let's do a video. Now let's build a website the way now let's paint the picture. So he had a great product and he wasn't telling the story and he wasn't showcasing it the right way. That's the third crisis point. And we see that all the time. So far, pretty fixable, right? Not that crazy. A few exercises to fix this.
And the fourth one is having a plan. I have a chapter in my book that says, if things aren't going to go according to plan, perhaps you don't have a plan. Do you have an organized plan? Do you have a strategic plan that says here's who we're reaching? Here's how here's, when are you taking the guesswork out of what you're supposed to do with your marketing and often share? I had a smart business. Part of that would always leave a room right before you left the room. He would say, who's the number one on this. In other words, who's managing this, right. Who's taking it. It was in charge of this. And that's the fifth crisis point is execution. Like, who is the number one on your marketing? Who is it? That's making sure that all of these things are happening getting across the finish line. And I liken it to a, to a football game, which is something we talked about about pre-show. And, and, you know, are you continuing to make first downs when you have a plan that shows you where the end zone is when you've got a quarterback and whenever you're executed consistently, you're making first down first down, first down towards your goals. So again, who am I? Who are they? What are the tools being used? Do you have a plan? And who's managing execution.
I love it. I love it because it's a, like you said, there's some simple things, but I find it absolutely true as well. That business owners, oftentimes large companies, small companies, all like they get so stuck in the weeds often that they miss some of these simple things. You know, even just like you said, the first two, the, who am I and who are they? You know, you could have the most amazing graphic design person that's putting together, you know, social media posts for you. But if you're not addressing those first two points, it doesn't matter. You know?
And even in regards to tools you know, I just had a, I was in a Clubhouse room last week and someone asked me a question. They said, you know, you're all over social media, where should I be on social media? And I said, where are your customers? Right. You know, don't, don't just say, Oh my gosh, like the new hot thing is like, get on TikToK. Well, if your customers aren't on TikToK, why would you waste your time? You know, I'd rather you be focused on, you know, one or two platforms where your customers are, as opposed to trying to spread yourself thin across five platforms and doing that, you know, crappy job as a result. Okay,
You nailed it because these campaigns get watered down. And, you know, we have to, as a large companies too, although a lot of times they have many of these dialed in, although there's room for improvement and you can see it quickly when you're always keeping these five top of mind. Because when these are working in tandem, you get results because you know where to adjust. I mentioned pet mag earlier, like part of the plan and execution is knowing you're going to make adjustments, right? You just know that your plan executing, tracking, measuring, adjusting, growing. So you're strategic in that sense. But you know, when people get overwhelmed, I don't know what to do. There's so many options now, that's to your point, we say, great. So who is your customer? How are you communicating with them? Where are they breaking bread? Where do you need to meet them?
Where they are? How do you do that? And then don't worry about the other things right now. Let's focus on those. And if you're focusing on those the right way, we built campaigns in three buckets. There's the external bucket, which is new customer acquisition. There's the internal bucket, which is how are you doing it? Maintain maintaining relationships, plugging the holes in the bucket. Cross-Pollinating and then the third bucket is blue skies. How am I doing with staying top of mind and owning market share? And when you run it through those five crisis points and address it with those three buckets, campaigns are successful.
I love it. It's simple. It's easy to follow. I love it, guys. You got to go check out Derek's book, don't buy a duck. He talks about this and even more detail, he talks about a ton of other things in the book as well. Things like pet mag that he mentioned go check out his website, the theartistevolution.com, Derek. I really appreciate you coming on the show. You shared a ton of very insightful information with us. I really appreciate it, Ken, thank you,
You again for sharing your platform and your listeners are in great hands.
Thank you. Thank you. Well guys, thanks for listening to our show. And thanks for our show sponsor Porter Capital have a great week and don't forget as always cash flow is King.
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