Building and Executing a Brand Top-Level Domain Strategy
Share this post
Our CEO Peter LaMantia in collaboration with the Brand Registry Group delivered two educational webinars for business, digital and IT leaders. In this latest webinar, Peter followed up from the first webinar, JUMP THE CURVE PART 1: Building a Brand TLD Business Case, walking attendees through a practical methodology to build and execute a Brand TLD Strategy. We hope you will find it valuable to help empower your organization JUMP THE CURVE to an authentic, secure, controlled, and TRUSTED Brand Top-Level domain space.
BRIEF
The status quo is a stubborn thing. Yet, challenging it with new ways of thinking is the only way companies can innovate and remain relevant over the medium and long term. Challenging it requires courage, persistence and unwavering conviction to inquiry and learning. We are reminded by thinkers and business leaders why challenging the status quo is both difficult and essential.
It’s uncomfortable to challenge the status quo.
Seth Godin
Any business today that embraces the status quo as an operating principle is going to be on a death march.
Howard Schultz
First, you need a vision and sponsorship permission to innovate from leadership. That can be achieved by the Business Case and a peer aligned vision statement. Once you have the ‘permission to innovate’, you need a proven Product Introduction Process to align stakeholders to advance teams through; Ideation, Strategy, Planning and Go-To-Market while addressing and mitigating risks. In this webinar, we share a facilitation methodology you can use to guide your organization to align on vision, build your strategy and execution plan that will create a competitive differentiator, as your company, “Jumps The Curve” to a TRUSTED and SECURE Brand Top Level Domain space.
welcome everybody and thank you
for joining us on our fifth webinar of
the series
um i know that uh some of you
have joined us before but for those that
haven’t it’s nice to see some new faces
and you’re very welcome to join us today
my name’s martin sutton i’m from the
brown registry group
which is a trade association for brands
that
operate their own top level domain or
for those that want to
and intend to apply at the next
opportunity
for their own dot brand
in our previous webinars if you’ve been
joining us
we’ve we’ve been jumping and we jumped
the curve a few weeks ago
and that was very much focused on
business case elements
um to support you and your organization
and help
build up the capabilities of your dot
brand
activities today i’m pleased to welcome
back
peter lamantia the ceo from authentic
web
uh to join us and present to us
jump the curve part two this is looking
very much at the challenges
that many face with status quo within
organizations but
specific specifically around
the grant all day and
looking at ways in practical ways um to
approach and overcome that status quo
inertia
and hopefully to drive fruitful change
for yourselves
and your organization in the future
so sit back and enjoy
what peter’s got to deliver um in the
process of the presentation if you do
have any questions
there is a question
box that you can enter in any of those
questions
and once peter’s finished this
presentation we’ll come back to those
and
cover off any questions you may have
okay thanks very much and i’ll hand over
to
peter thanks peter that’s great thanks a
lot martin
welcome everybody um so jump the curve
part
two so we did the first one as barton
mentioned on
how to build a business case um so we
shared some math with you
on that and um you know the last one
that we did with
chris green with this seo i learned a
lot of stuff there
and actually i’ve taken some of that
stuff internally so
the purpose of the brd is trying to help
equip you
with information to help socialize
and drive your own brand top level
domain success so today
we’re going to talk about jump to curve
part 2 which is really about the
strategy
but just for those that may have missed
the first one i wanted to really talk
about
what it means to jump the curve in terms
of how
high-performing companies move through
different technologies
or changing environments or
introductions of new
new products and what how that is really
relevant
to domains dns brand protection and tls
certificates
so the first real evolution of this
starting in the mid 90s
was around just systems to manage these
areas
and today they’re sort of operating
manually in silos
ticketing systems etc the second
evolution
that some companies may have already
adopted is really around thinking about
automation with workflow
audit controls and policy and role-based
permissions
to help you become more secure more
compliant with increasing regulatory
authorities
and improving the performance of not
only your digital footprint
but your people the third one that we’re
going to talk about today
is the brand top level domain or brand
registry
that is a secure controlled space that
you can drive
innovation initiatives that’s fully
scalable
and most importantly that it’s trusted
by audience
and that’s what we’re trying to help you
understand today
we know that innovators beat spenders
every day
so i went around the web and looked at
some different market research on this
just to validate this and everywhere you
look
you’ll find that innovators beat
spenders whether it’s
on revenue margin or market cap
so we know that we know that that’s a
fact
and we think about it we think about
spenders as incrementalists
so they invest a dollar and they may
return a dollar ten
dollar 20 um to the company and that
works
until it doesn’t suddenly things stop
working because the
the world has moved on but innovators
are transformative where they invest a
dollar to return
two or ten or even more dollars these
are the people
that are jumping the curve they’re the
ones that are driving forward
and we know it’s risky not to innovate
there’s some great examples
that all sorts of business school
business cases have been operated on
the first one we know is blockbuster in
2006 they had a market cap of 6 billion
in 2013 they went into bankruptcy
netflix took over and there are other
streaming services such as hulu
disney prime and others that have really
taken over this market
blockbuster failed to jump the curve to
the new space
the other one and maybe even more
significant
that is kodak kodak was a 30 billion
dollar company in 1997
and today it’s a fraction of itself at
90 million dollars
where the industry with huge brands have
created hundreds of billions of dollars
of market value
in in innovating digital photography
both hardware and software and other
types of tools
and then there’s a little company we all
know called microsoft
and in the early days they were driving
out office with cds
and then in 2011 they introduced office
365
fully digital experience on a
subscription-based model
and you can see what’s happened to
microsoft’s market cap as a result of
you know not just office but it’s very
evident and obvious to all of us who use
office products so it’s imperative
that we jump that we drive the status
quo away because it’s stubborn we know
that we need to innovate there’s an
innovation imperative every business
school will tell you we’ve been trained
in it
in everything we do we continue to read
research on it
we know we need to innovate to disrupt
our own space
and enter into new markets that we’re
trying to gain some traction
but we resist change we hear in meetings
well that won’t work
we can’t do it because it’s too risky
we don’t have time so why when we know
we need to
innovate is it so difficult to push this
push against the status quo well it’s
simple it’s just because we’re human
we’re risk averse we like the comfort
of what’s what how we operate today and
change is risky for us
so that’s why we need leaders we need
cultures of innovation
that’s brought down from the very top of
the organization
so for a little inspiration on that i
went online to find the favorite quotes
on the status quo and i found some
really good ones
that are worth just reminding us and
giving us inspiration that this is true
we know it’s uncomfortable to challenge
the status quo
i like this one that managers accept the
status quo but leaders will challenge
or the status quo takes commitment
courage imagination
and above all and i think specifically
in this brand tld
transformation it’s a dedication to
learning
howard schultz is a great one any
business today that embraces the status
quo
as an operating principle is going to be
on a death march
that’s a good one and then ronald reagan
had an interesting one that i think
describes
the current status that we all face
managing large portfolios
dns and tls that he says the status quo
you know it’s just latin for the mess
we’re in
we know that’s the case we know we need
to change
and that’s what we’re going to talk
about today about how to develop a brand
top level domain
strategy that is proprietary trusted
secure you control it and it’s fully
scalable
so thinking about the status quo the
imperative for change we know we need to
do it
but still it’s difficult so i thought
i’d do a little poll
so martin’s going to put this poll up so
you can respond to
so what are the internal conditions
that rank at the top to challenge your
ability to plan
and deploy a brand strategy so just
think about your own organization
is it lack of a sponsor or a champion
is it general lack of value knowledge or
understanding
now do we have the poll open there
martin
yeah okay is it internal status quo
resistance like we’re talking about
or is it really the fear or risk of
unknown
or is it something entirely different so
just give you a few minutes to
think about that and um it’s martin here
um peter so the polls up and running uh
that’s fine but um
i just wanted to mention that you know
for those that uh look after and support
uh dot brands perhaps just a general
feel for for which uh you think is the
the biggest
uh impact in the list
for for your range of clients and that
that would be helpful too
all righty let’s give everybody a few
minutes
it’s a difficult thing you know the
other could be many things that
um you know i sort of created this and i
thought well
you know all of the above is probably
relevant
but there might be one or two things
that are just clearly
um you know above the others so we’re
just trying to get a sense of what your
views are
i’ll share the results now um
there’s the results as as okay
okay interesting so general lack of
value or knowledge or understanding
um that’s interesting it’s interesting
to me that no one had fear or risk of
the unknown
that’s good for your brave organizations
then
lack of leadership of course so very
good martin i’ll just continue along
let me know when people can see my
screen again
as back up and running now okay great
thanks very much for that
it’s interesting to look at that so you
know you sort of look at these things
and you sort of see a whole bunch of uh
uh variety everybody faces similar
challenges and it’s difficult to get
things done
so why adopt a brand strategy when you
think about
you know the the lack of general
knowledge so there’s there’s two areas
that i always look at once and on the
defense side
so on defending your brand for securing
your
your organization and your network
reducing cost controls there are some
true benefits there that you can drive
out of this
the other side of that is the
opportunity side
where you can develop use cases to drive
growth
support innovation contribution margin
and all the rest of it and that brings
us back
as a recap from the first business case
uh jump the curve that we did
and we looked at a few things and
quantified that
how can you reduce total cost of
ownership
how can you improve consumer trust how
do you differentiate yourself to drive
top-line revenue growth or contribution
margin
so those concepts were quantified
into something that you can use
internally to be able to support the
vision
to get the sponsor and and the champion
inside the organization and all of that
was thinking about a brand tld strategy
and first thinking about what you’re
doing today if you continue to do what
you’re doing today you’re going to
continue to increase
costs to support the organization with
more domain registrations increasing
brand protection requirements
but if you start to invest in your brand
top level domain
first internally to get alignment on
what it means and what are some of the
possibilities are and then starting to
educate your market to trust your own
brand space
that’s the point where you can start to
reduce your total cost of ownership
and end up in a place five years from
now
that is a much better place where you
have
trusted brand position with a lower cost
structure it’s something that you own
better communications engagement and
abilities to improve security
and compliance so that’s all well and
good to say it
but how do we get there so we’re going
to throw some concepts on you to hope
hopefully
will help you internally
so how do you do it so the first thing
you need is a vision
so you’re going to have to develop that
and help educate your organization to
develop that vision of what it
what it can be and in that what you’re
seeking to do
is to engage with sponsors to get a
sponsor
sponsored position to allow that
permission to
innovate and then a business leader
champion who’s going to drive them
and then lastly and very importantly you
need to have
some sort of a product introduction
process
that can be introduced with
cross-functional teams that start
very simply at gap in ideation
where are we today where do we want to
be in the future
from there developing a strategic plan
execution plan and then go to market
so that’s the basis of what we’re going
to cover and i’ve got a few tools for
you to think
to help you think about that
the vision to the plan how do you get
there
well first you need that sponsor or
champion
and then you need a team to be able to
execute now the sponsor first or
champion first will depend upon your
organizational culture
of whether or not you can go out and
find that sponsor
or whether or not you may want to
approach different leaders
as a champion first but to
develop the innovation vision requires
you to be able to communicate the status
of what’s going on in the brand top
level domain space today
what are some of the future state
visions for
where you see the market where you see
your your own organization
and why dot brand in my view around
why dot brand is really around the
business case
executives respond to numbers how you
can reduce your total cost of ownership
how you can drive revenue growth or
contribution margin opportunities
and then it’s the educating the leader
side the marketers
the brand people the business unit
owners that are responsible for p
l and we have to remember that these
people have a disposition that domains
are a pain
and they don’t get it it’s just a domain
name it’s just a website
but because you’re here you understand
that the domain and the dns run
everything in your business
so helping to educate them can be done
through a
few different means the business case
understanding your business objectives
or this notion of dot brand iq that i
wanted to share with you today as well
and then you have to have an ideation
team and strategy team
and a project methodology something that
i call the brand registry introduction
path or a product introduction path more
generically
and the outcome of that becomes an
aligned plan
that’s communicated and socialized
inside the organization
that gives you real a real solid
execution to be able to go forward to go
to market
but it all starts with the business
right we have to think about the
business objectives are first of all
what are we trying to do on top line
margin how we want to differentiate
ourselves
and then secondly what are the drivers
of that are we trying to drive more
customer acquisition
are we trying to introduce new products
are we trying to upsell cross-sell to
drive revenue growth
and margin improvements what about web
engagement
can we improve the response rates or
conversion rates
and cross-pollinate audiences to create
a more
more fulsome engagement experience for
those audiences
and customers that that you’re that
you’re selling to
and servicing and social engagement
we’ve already seen
some brands use their dot brand and
social and because of the attributes of
trust they’ve been able to
increase their their click through rates
in some of their social posts
in brand position who are you as a brand
can you use this to drive increasing
trust and affinity to your organization
and you demonstrate that you are an
innovator and a leader
in your space then of course security
and product
innovations using some of the control
policies available to you with your
brand tld
whether it’s dnsec tls monitoring of
that space
or identification research and
development
you can use for services or network
security
and all of this is grounded by how you
measure
analyze adjust the changes that you
implement
in your organization so let’s come back
to this notion of dot brand iq
what is it this is something that
occurred to me back in
actually 2013 when i started to think
about
how you how companies and organizations
and people inside
can understand what they’re doing and
where they are today
is a brand persona and where they want
to be in the future
so you think of it as an iq distribution
curve
or a market adoption curve
where you think about what are the
business objectives we’re trying to
achieve it’s universal that everybody
has them
and how the brand tld capabilities can
be
leveraged to drive those business
objectives and achieve them
and from that understanding you develop
the use cases
in ideation sessions and strategy
sessions
and then create an execution plan in
your go to market
and it kind of looks like this so who
are you in this group
and where do you want to be we first
have the dismissers
they didn’t apply they may be applied
without knowledge of why
a couple of years go by and they decide
to let it go
then there are defenders many brands
applied not sure what to do with it
and it’s still sitting there on the
shelf with one or two domains
up and really not doing anything with it
yet
and not sure why they should and then
there’s the
the learner so this is someone who owns
it
starting to understand the capabilities
review they’ve got some ideation going
on in use cases
they’re starting to apply some dollars
and people to understand how they can
use it
and sort of shifting in towards the
experimenter side
that are doing test and learn campaigns
paying close
close attention to the market starting
to allocate a few more dollars and more
resources
to be able to drive it forward then the
the innovators
who truly understand the capabilities
and the use cases
have cross-functional teams working
together to drive out new experiences
and new innovations in digital
and then of course there’s the genius
eye who are really planning to disrupt
their market disrupt their operation
to really jump that curve in a big way
so the purpose of dot brand iq
is to say who are you today where do you
want to be
in three months six months and then what
is that gap
in how you’re going to get there
we see lots of global brands in action
when you look at this
sheet of these logos these are leading
organizations
and you know we had a a presentation a
couple of weeks ago by the folks at
kpmg that switched everything over
there’s a 27 28 billion dollar
organization that’s recognized the value
and has had good success in driving it
forward and other leaders in the
industry
and remember five years ago we had none
of this so we now actually
have some businesses and brands that
have deployed this
that we can all learn from as we go
forward
so how do we do it so the brand registry
introduction path
is the idea of moving through a stage
gate
project methodology to introduce new
technologies
and products so each is its own stage
at the end of that stage there’s an
approval point
where you present the views the
documentation
of what to developed as a team that gets
approved
or it goes back to be reset before you
advance to the next stage
sounds very much like uh our coven
phases as we release
as we start to reopen everything i want
to explain that a little bit more though
so think about these phases so you’re
going to go into a phase gap and
ideation might take you a month a couple
of months
and in that you’re doing it with a
construct
of people who’s on the bus who’s the
leader of that bus
what’s the story what’s your brand iq
what are the use cases what are the
business objectives and how you’re going
to get there that’s the strategy
and the process is this planning
around the challenges the systems and
everything you need
and what’s what kind of budget do we
need to drive this
out so that sort of looks at the first
phase being very simple around
the sponsorship the departments and
teams external experts if you need them
the story again around capabilities
objectives
the process how you’re going to drive
this thing through how are you going to
communicate it inside the organization
how you’re going to project management
it what systems you need
how you’re going to measure analyze
adjust and always important
is the operating and the capital
expenditures that you’re going to need
to go through
so the first part of that and i’m just
going to drill into the first one a
little bit to give you a sense of how
it’s
it’s structured is gap and ideation
so what’s the mandate of gap in ideation
is to develop a vision
and alignment with a select group of
people inside your organization
to develop use cases to support those
business objectives
and the result of that is an aligned
vision as a strategic framework
not the full strategy but the framework
of what you want to do
think of it as you know the uh um
the overview or the executive summary
of what a full strategic plan could be
and it’s a document of vision the
business case and the objectives
drilling in a little deeper on that who
are the people
so it’s an ideation team to start it’s a
small group of leaders in the
organization
that seek to innovate whether there’s a
champion
people from select departments or or
profit law centers
external if you feel you need them and
on the story side
what are we trying to do here what are
the objectives what are the problems we
face today achieving those objectives
what are these registry capabilities
that could help us achieve those
objectives
the use case and roi and importantly
in the first gap in ideation phase it’s
important to ignore the constraints
don’t worry about the challenges that
will be solved by the process
which is really this notion of ideation
to go to market where you gain approvals
at each stage
at the gated gated sections where you
get approval to move to the next
next next phase where you can have
budget approval for the next phase
project management and constant
adjusting
cycle then on the money side what do you
need there
and it’s small chunk it’s risk uh
mitigated and that you’re only asking
your organization for a small amount of
money that could be internal resources
or otherwise
to get through gap and ideation and any
the next part of the project gets funded
by itself
from another stage gate approval so
that’s the principle that you run
through gap and ideation
you complete that and then once you
complete gap and ideation and you have
your approvals
you then move to the strategic plan side
that’s more fulsome it may include some
additional people some additions
additional stakeholders in the
organization
completing the strategic plan getting
that approved by the c
levels and the business leaders then you
say okay we have our plan
now we need to do the execution plan now
you’re getting into the project schedule
you’re addressing the constraints
the challenges in the organization of
what you need to do to drive this
forward
and once that’s done you’re off and
running
you’ve been approved and you’re in go to
market
and once you get in to go to market
you’re off and out
in the field and you started that
transition
and in a cycle of measure analyze and
adjust as you go
forward with strong backing of research
that you’ve done
and throughout this product introduction
process to be able to support that
modification and adjustment as you go
forward
so i hope that’s helpful i’m going to
summarize it quickly
there is an innovation imperative to
jump the curve
we know we need to do it and we need to
do it to stay relevant to the market
don’t forget about mr schultz’s comments
about
businesses that do not you need
leadership permission to innovate
without that people underneath that
organization will not move
because they have not had that
sponsorship to be able to go forward
a brand tld strategy really starts with
that vision
and ideation and to support that
you need the business case you must do
the math
if you don’t do the math you’re not
going to get any support to be able to
go forward
because it won’t have a proper
justification
to extend spend the money
and then it’s about the process the
product introduction process
and very importantly it needs to be
stage gated
so you mitigate the risk and you allow
for approvals throughout that project
planning cycle
to be able to move forward and have
buy-in from all the different
stakeholders in the business
and particularly the leaders of the
business
i hope that’s helpful be happy to answer
a couple of questions
we wanted to keep it fairly short
i’ll be happy to take any any questions
if people have some
hi thank you so much peter and um i’ll
look and check for any questions that
come in i’ve i’ve probably got one that
i’ve
i’ve got if there’s none in the queue
so um i mean thanks peter that puts it
into a really good sort of structure
um to sort of like plan out and
move ahead with with changes here so out
of all of those
um stages um what would you say is the
most important
factor to make sure that you
successfully execute
that approach is there a specific area
that you think is
is the most important i do i think it’s
um if at the very beginning if you don’t
have that sponsor
you’re not going anywhere and with that
sponsor you’re going to get a champion
and i think i mentioned you know you can
either start with the champion who
really believes that really wants to
innovate here
to support you to get that executive
sponsorship
because you need that to be able to
support the cross-functional teams
and that permission to innovate in my
view on that to get that
you need to have the math done so you
need the business case done
because the numbers will ground the
vision
in reality to be able to set up the
objectives of what we’re trying to
achieve
so the leadership can then look back and
say okay were we successful on this
did we achieve what we sought to achieve
so in a nutshell
you need to get a sponsor at a senior
level within the organization
okay so if you’ve got that and
you want to push ahead so you you start
creating all of these
um stages that you’re going to go
through so you’ve got this sort of
gating process so if you were just about
to start
and prepare all of this do you get a
sense of how long
it would take to implement
tough question because i think it you
know the answer to small these things
are always you know it depends it
depends what type of use cases you’re
thinking of
um for example if you’re thinking about
deploying a new type of technology
you know you’ve got to get through
development cycles from the requirements
side to the specifications
use case testing perhaps a beta
deployment
um and release you know that that could
take a year it could take longer
on the other hand if you’ve got some
digital folks that just want to try out
some microsites
and do some a b testing against your
current um
domains that you’re currently running
versus the dot brand to see what kind of
response you get
you know that can be done really quite
quickly and i think it’s something that
people have noticed that have their dog
brand have been able to set things up
pretty quickly
um i guess the other one on that is you
know what’s the cadence
it’s the cadence of the project planning
so you know are you gonna have
um you’re going to have a meeting per
week one per week you’ll meet with the
small ideation and gap team
or is it going to be you know once a
month or are you going to meet every day
so depending upon the urgency and how
you’re going to drive it
if you’re really committed and you’re
going to do daily check-ins on where you
are in your gap in ideation
you can move through this pretty quickly
but it really depends what you’re
seeking
seeking to do and how involved it’s
going to be
i think the you know you think about a
full transition
the kpmg did you know it took several
months
um to understand you know what they have
what they’re how they’re going to change
it the structure and go forward so
it depends and it’s up to you how you
want to approach this whether you want
to boil the ocean or whether you’re
going to cut it off in
a test and learn or launch something
absolutely transformative
that’s that’s fair enough because i
think the stages still apply
it’s just that the speed will be
different
and dictated by what you want to do so
for instance those i saw the slide with
a number of
um use cases that you highlighted
and some of those were perhaps less
intrusive on the current
digital space so whether where people
have used their dot brand for
social media as yeah
it doesn’t impact their digital space
per se
and it’s very easy to implement
and not disrupt uh what
what uh perhaps some people would would
feel a bit nervous about first off when
they’re introducing a doc brand
into play absolutely thank you
right i didn’t see any other questions
um just one more then in terms of
looking uh you you mentioned the kpmg
uh webinar that we had a couple of weeks
ago
um i mean
they transitioned entirely so so it’s a
huge
exercise and one of the things that they
were looking at was um
the seo and the growth in organic
traffic
[Music]
that they managed at the same time
there was this aspect where we’re told
that tld
itself doesn’t really matter in terms of
search engines so
there’s some kind of disparities in that
have you have you thought about that at
all and as to
why that may occur yeah it’s interesting
you know i listened to a
gentleman from kpmg and um and also
chris last uh last week talked about seo
and even
through some numbers that showed that
they’re at they’ve actually improved and
they’re driving more
organic traffic um i kind of think and
i’ve heard this from a few
companies that have sort of played with
this and you know you think about
current web presence for a large
organization you know there could be
thousands of pages there that have
developed over a period of years
you know microsites tons of legacy
content
links and some of those things may be
detrimental
to seo in your current infrastructure
so when you start to apply savvy folks
and digital with all the expertise
that’s going on
some of the learnings um just the
exercise of doing that
it seems what people are finding is
they’re finding areas for improvement
and to refresh it so what they’re what
what i see happening is
the web presence isn’t optimized and
when they start to think about the
transition
it’s a fresh look so they’re creating a
fresh presence
that’s dedicated um you know that when
they’re dedicated to recasting you know
invariably lead to seo benefits
so and then from there you know once
they get a
re-platform on their dot brand now
they’ve got a better
seo baseline from which to grow
to streamline digital engagement so in a
nutshell i think it’s
well there’s always been constant
improvement in seo and a current
platform
until you actually look at the entire
thing and work to redo it
um you know i think i think that’s
creating benefit just by the focus on it
and you know
i also believe that yes the search
engines say that it’s not
it doesn’t matter today and i believe
that but i think that’s chicken and egg
i do believe that as more brands drive
out digital
um engagement experiences in their own
space that the search engines will
change
because the search engines will want to
deliver the most authoritative and
and the best response to searches that
people make
and if brands create those in their own
space those will start to get ranked
further
but that’s speculation we have to see
what
the search engines do in the future
based on what
we do or brands do
to make that make that a reality true
true so i’ve got one question here and
going back to the poll we saw there
was a strong indication that general
lack of
value knowledge or understanding um
was highlighted as uh
as one of the the blocking points to
their strategies um is there anything
that you can
uh suggested by way of overcoming that
that block well i guess the first thing
would be to share all martin’s
presentations um you know
it’s it’s really around education and my
experience so far has been with
companies that haven’t applied
that are thinking of it if you can get
to
chief digital officer chief marketing
officer
you know they get it pretty quickly
they’re savvy they’re
savvy people you know they they can see
the value of an
elegantly branded space with a very
clear message
promotion duck brand and how that could
improve them um
so just you know we’re all inundated
with information
you know it’s an information overload
everywhere and trying to get the
attention you know
you need to lock your cxo in a room and
uh and sit down with him or her and run
through some of the examples of
you know what other brands are doing
here’s what a business case could look
like
here’s what uh some of the seo
intelligence that we’ve seen and how we
can
even improve what we’re doing today by
adopting this and here’s a strategic way
to go
forward with that um you know there’s
these tools
that uh you know martin and the brg and
the best practice
group are putting together are really
designed for that the challenge now is
getting the attention of those leaders
to help them understand it i think that
you know
those folks once they understand what
you’re talking about
and they see other brands doing it and
there’s also
you know risk of uh you know those
brands leapfrogging
i think it’ll make a difference i also
think that
you know when there’s finally a date for
the second round i think we’re going to
see a lot more interest for
the c level to really understand what’s
going on here so i think the wave is
coming
great okay um peter i think we’ve
covered all the questions here um thank
you so much
thank you also for the presentation
today that’s truly appreciated i hope it
helps
those of you that join us today and
those of you that
watch it at your leisure in the future
uh to be able to
accomplish more with your dot brand um
meanwhile
do look out for the next webinar that
will be next week
and details to come out shortly um and
it will be the last one of the series
before we revisit this for the latter
part of the year
so look out for that thank you very much
everybody
and we’ll say bye for now stay safe
thanks very much everybody
thanks partner thank you peter
The opportunity to acquire your own Brand TLD is coming soon. If you manage a brand without your own secure, authentic, and TRUSTED name space, you need to build and execute the Strategic Plan ...
Create a Vision to Jump the Curve.Plan & Execute to generate the ROI.Request a Briefing
