This week, we’re talking about how to change your plans when you realize the market is changing. We also talk about niche marketing and the internet of things (IoT).
The what is internet of things is a term that has been coined to describe the technology that will connect everyday objects to the Internet. It’s not just about connecting devices, it’s also about creating new industries and opportunities.
This week, Peter and Jonathan discuss whether you should adhere to your original plan or make changes. Lara Galloway appears on the program to talk about specialized marketing.
Is the “Internet of Things” a sign of progress or a precursor to a bleak future?
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Listen to Episode 7 of the podcast:
Notes on the show:
- We discuss if you should adhere to your original strategy or alter it — (:31)
- What is specialty marketing (with @mombizcoach Lara Galloway)? – (9:47)
- The “Internet of Things” (IoT) is a term that refers to the network of devices that connect to the internet (22:06)
Transcript of the audio:
Peter: Should you stick to the plan, or should you make a modification, Jonathan?
Jonathan: Why are we discussing it now? What are we doing in this place?
Peter: Tim Berry recently published an essay titled Should You Stick to Your Plan or Change It…
Jonathan: That’s an excellent title.
Peter: On Bplans, on Bplans, on Bplans, on Bplans, on Bplan That’s an excellent one, in my opinion. Almost every day, I utilize this example of the traditional business plan being troublesome in the sense that many people will develop one. They’ll devote a significant amount of effort to developing a strategy. They’ll go through it thoroughly. They’ll consider each part. They’ll just do it once in a while. They’ll print it up beautifully in the hopes of getting a loan, starting that company, and finally being the entrepreneur they’ve always wanted to be, but the plan will be filed away and only rarely looked to.
It’s this worst-case scenario that I’m referring about. Yes, you should update the strategy, and I believe the issue here is how often, how often?
Jonathan: If Tim comes to a decision on it, maybe you’ll know what I’m talking about. What do you think about this?
Jonathan: Let’s hold off on revealing Tim’s conclusion for the time being. Let’s have an old-fashioned argument, you vs. me. Which side would you want to be on? Is it better to stick to the plan or to change it?
Peter: I mean, I’ll play devil’s advocate here and stick to the plan for a time, at least within reason.
Jonathan: I suppose I’ll adopt the other viewpoint, which is that you should change your strategy and not be scared of it. Before we do anything, let me quickly check up the regulations for discussions.
Peter: Can you tell me how a good old-fashioned argument works?
Jonathan: There will be no personal attacks.
Peter: It’s simply that your viewpoints are awful.
Peter: Oh, oh, oh, oh, oh, oh
Jonathan: We’ve had a great start.
Peter: This is the end of the podcast.
Jonathan: Oh, oh, oh, oh, oh, oh Now that we’ve gotten that out of the way…
Peter: Let’s speak about keeping the course for a moment. There’s a huge difference between knowing a plan, adhering to it, staying the course, keeping the ship on course, or whatever analogy you want to use, and not utilizing the plan as I was talking about previously. It’s critical to use the plan as a tool for determining what your future touchstones will be. Tim has done a fantastic job at summarizing everything here. A poor plan continuously implemented over three or more years is preferable than a succession of great ideas implemented for six months or less.
I believe we can all connect to it. We can all identify to the ever-changing environment that changes so fast that you lose your footing and your sense of security. Most significantly, I believe you have no way of knowing whether or not the trials you do are legitimate.
Jonathan: That’s a good incentive to stick with it, but how does sticking with it help?
Peter: Staying on track brings you to the point where your experiments can produce results. It allows you to ask large, complex questions and come to the conclusion that this works. This isn’t going to work. At the end of the day, it’s these difficult issues, bigger efforts, and big concepts that require time, work, and outcomes to prove or refute that result in great long-term companies.
Jonathan: On the other side, Tim adds, “There’s no use in adhering to a plan for the sake of sticking to it.” Nobody wants to waste time attempting to put a bad idea into action. That is correct. If you’re inventing, what’s the point of adhering to a strategy that doesn’t work? Not being scared to take that plan off the shelf, not allowing it to gather dust, and say, “Yep, we misjudged certain things in this area.” That was a miscalculation.” Not being scared to fail, but rather learning from your mistakes and revising as you go. That has a lot of worth in my opinion.
Peter: There should be highs and lows in a well-executed strategy that you should adhere to. Adjustment considerations should be put into it. It should be understood that some of the components inside that broader plan are experiments, with the outcomes of those tests driving the subsequent phases of those marketing campaigns, company models, or client groups. All of this, I believe, contributes to the notion of adhering to a solid strategy.
Jonathan: Now, in my opinion, the two groups of people who appear to be the most resistant to revising or changing the plan are those who, like you mentioned, went through the entire process, created the plan, and then put it aside, perhaps because it was such an ordeal to create the plan, they felt like, “OK, I answered all my questions, now I just have to do it.” That is a new experience for them, and they are frightened of what I have just gone through. That is something I am unable to alter. I’ve made up my mind. It’s right there.
People that have been around for a long time make up the other group. They’ve already figured out a technique and a strategy for success. Changing it is like to saying, “Well, if it ain’t broke, don’t repair it.”
Peter: Those are both excellent instances. They both reflect a kind of faulty thinking that I believe individuals may fall into as a result of stress, comfort, or a misunderstanding of their own objectives. That first group, which I would describe as putting too much effort into the first plan, is taking a wrong approach because, as the lean planning experts would say, by the time you finish a complex strategy, the world has shifted underneath you.
Jonathan: That’s correct.
Peter: Yes, you must put in the bare minimum required for the amount of preparation that has to be done. What is the bare minimum? That’s where lean planning comes into play. That’s when the lean starting mode may come in handy. Tim Berry, the author of this essay, is working on a book on lean planning, which we might perhaps link to.
The second example was of a company that is already up and operating; things are going well, and there is no need to change or develop a new strategy. It’s nearing the end of the third case. They’re simply sticking to their guns, and there’s no actual strategy in place. They’re simply going with whatever the status quo is at the moment. This is hazardous for a variety of reasons, the most important of which is that you are not prepared for the changes that will occur. You haven’t carried out the tests. You have no idea where your market is coming from or where it is heading. If you don’t participate in the discussion, you won’t be aware of the changes that are already taking place.
The discussion stems from doing experiments with your audience, exploring new markets, and gaining a better knowledge of the dynamics of the present market. This is where the idea of having a plan vs changing the plan comes into play. I believe there are many companies out there who are comfortable, maybe too complacent in their current company.
Jonathan: Of course, the issue with that is that you’ll miss out on such opportunities if you don’t try things out and modify what you’re doing.
Peter: Are you suggesting that this sort of audience outreach, this kind of testing, is the equivalent of the plan revision side of the argument that you’re sticking to, Jonathan?
Jonathan: I’d argue that testing, continuously testing, and analyzing the findings provides you the capacity to make choices about what you should and can alter using science and accuracy.
Peter: I believe we may be able to come to an agreement on this.
Peter: We may be able to bring this discussion to a conclusion with the following idea. If your plan is so rigid that deviating from it seems like a diversion and you don’t have any flexibility and are stuck with it, then perhaps it isn’t the best type of plan for your company; however, if you don’t have enough direction that your plan can’t extend three months or six months into the future, then perhaps you need to go a meta level higher.
The third point, which we don’t cover in this post, is if your strategy is to do more of the same or to grow sales by bringing in new consumers. I’m not sure how I’ll manage it. I’m just hoping they show up. Then we strongly advise that you look into something more holistic, more plan-oriented, which allows you to benefit from both the lean planning philosophy and the idea of having something in place that you can use as a touchstone over time, such as a financial plan, a financial forecast, and the like.
Jonathan: If that’s the case, I’d say I’ve won.
Peter: I believe we will both win.
Jonathan: Oh, we’ve both come out on top. That’s a good result.
Peter: We’ll just pass the award along to Tim Berry, the author of this week’s spotlight piece. Let us ask our listeners: if you have a business strategy, have you followed it for the last three, six, nine, or twelve months? Do you ever feel like you’re altering it? Do you think it’s impossible to go a few months without a revision? What’s your tale, and how’s it going for you thus far?
Jonathan: You may send us an email at [email protected], or use the hashtag #bcast in a tweet to bplans and we’ll see it.
That’s all fine. Today is an exciting day for us. Lara Galloway, an author, speaker, and business coach, is joining us to discuss specialty marketing, so hello Lara. Thank you for joining us, and please tell us a little bit about yourself.
Peter: Is it Lara or Laura, please? You’ve already said both.
Jonathan: Is it true that I said both?
[crosstalk 00:10:05] Peter: Lara Laura.
Lara Galloway: It’s a bit confusing, but just remember that Lara rhymes with Star-a all the time. So there you have it.
Peter: Star-a, star-a, star-a, star-a, star Because I use the an at the end of most phrases, it’s simple for me.
Jonathan: Thank you for coming to see us. Star-a.
Peter: It reminds me of the Lost Boys.
Jonathan: Yes, that’s correct.
Lara Galloway: I’m Lara Galloway, and I’m It’s fantastic. It’s fantastic. I’m overjoyed to be here. Thank you very much for having me, folks. Yes, I’ll tell you a little bit about myself. I am a mother of three, a wife, and an entrepreneur who began advising other company owners in 2005 on how to be successful and have a pretty amazing life. Over the years, my company has just expanded and grown and grown. I eventually got it together and began providing do-it-yourself coaching via Moms Mean Business: A Guide to Creating a Successful Company and a Happy Life as a Mom Entrepreneur, which I just released.
The joke is that if you can get beyond the word mom in the title, if you’re masculine enough for that, there are some really golden nuggets in there for non-women, so there you go.
Peter: During this episode for the [crosstalk 00:11:13], Jonathan and I will put our masculinity to the test.
Lara Galloway: I’m Lara Galloway, and I’m I laid down the challenge, therefore you had to accept it, right?
Jonathan: Yes, that’s correct.
Peter: Without a doubt. We wanted to talk a little bit about niche marketing and niche business, but first, what do I mean when I say niche? I know what that means in the real world, but what do I mean in the business world when I say niche marketing, niche products, and the like, and what do we mean when we talk about it today?
Lara Galloway: Every time I mention niche, my Canadian pals fall over dead. “It doesn’t rhyme with itch,” they say. It’s a specialized market.” They get enraged and correct me.
Peter: That would be beneficial to our worldwide market.
[Exactly 00:11:48] Jonathan:
Lara Galloway: Without a doubt. They’ll understand where they stand with us, right? What it means to me, and what I always discuss with my clients, is really understanding what you sell and to whom you sell it. Every self-employed individual likes to think that their products may be purchased by everyone and everyone, but the reality is that no one would raise their hand if you asked, “Who is anyone or who is everybody?” We don’t think of ourselves in that manner.
The beauty of niche marketing is that it allows you to assist your ideal client, letting them know that you’re speaking directly to them and that your goods and solutions are customized to address their issues.
Jonathan: You’ve clearly carved yourself a niche among mothers and mom entrepreneurs when it comes to small company owners and entrepreneurs. What’s the best way to choose a niche?
Lara Galloway: I tell my clients all the time, “Let’s base it on one of these things.” First and foremost, choose a target market that you are currently familiar with. For me, being a mother is a piece of cake. I was a business coach again, so I’m a business coach for moms, and oh by the way, no one was telling me how to successfully run a business without sacrificing every other priority I have in my life to do so, so the business coaching side of things became that real sub-niche general or specific focus for me.
First and foremost, choose something for which you are already a member of the target demographic and have a need for which you will be offering a solution. If not, look at your past experience and current network, your community, either geographically or because you’re well-known on social media, in your industry, or from a previous job experience, and see if what you’re choosing can leverage both your contacts and your experience so that people will see you as an expert sooner rather than later.
Peter: Allow me to pose a question to you. Why would I not want to sell to the biggest possible group when we’re talking about this specialty, this smaller, this subset of the bigger population? Why don’t I simply declare my shoes are for everyone if I’m Nike and I want to create shoes that everyone want to wear? What are the advantages of reducing my prospective [readership, buyership, and customership]? 00:14:17]?
Lara Galloway: I’m Lara Galloway, and I’m You just do not have the resources to gather the market that Nike does as a small company owner or entrepreneur, and I honestly don’t care; I don’t have to evaluate it much. I’m going to state this fairly boldly: you simply do not have the resources to garner the market that Nike does, period. For us small company owners and entrepreneurs, even if you have excellent venture capital, wonderful angel investors, and great marketing financing, spending the kind of money it would take to reach an audience as far as Nike does is an absurd amount of money.
Instead, if you can grasp the concept of being a large fish in a little pond, you will gain leverage. Perhaps you can’t appeal to everyone who likes Nike; perhaps they started off just appealing to athletes, then moved on to athletes and those who aspire to be athletes, and now Nike is in every home. Even if you’ve never worn a pair of gym shoes in your life, you’re likely to possess a Nike product at this point. What Nike probably began out as, and don’t quote me on this since this isn’t a fantastic case study, but what Nike started out as probably had a little more of a particular emphasis. That’s something I constantly encourage my clients to do, and it’s something we accomplished with our book.
“Well, why didn’t you simply name it Entrepreneurs Mean Business or Women Mean Business?” people say all the time. “You’re really restricting yourself when you say Moms Mean Business and it’s just about mom entrepreneurs.” It’s as if I’m vying for the title of largest fish in the pond. When I become the largest fish in that pond and a household name, when I am known, acknowledged, and trusted by that group, guess what? I get a lot of power and am able to break out from that pond and begin dealing with men, women CEOs, or individuals who train small businesses.
There are a plethora of options after you’ve established your footing and built a solid foundation in a smaller pond by becoming that big fish and becoming a household brand there first.
Peter: That’s incredible. It seems that establishing, or narrowing, a specialty helps a small company owner remain focused, which is something we want to encourage: being focused on the objectives you can set, and the goals you can accomplish. There also seems to be some overlap here with a popular post on bplans.com called TAM SAM and SOM, which discusses the concept of determining the total addressable market.
In the case of Nike, there’s everyone with feet, then the segmented addressable market, which includes people with athletic interests, as you mentioned, but there’s also the third component, which is the share of market, and it sounds like that’s where the niche comes in those last two steps, when you’re defining that funnel and saying, “Okay, I’m not going to reach everyone in the world with feet.” We’re just going to attract people who are interested in sports, but only five to ten percent of them,” and then, as you said, control that smaller area because there are still a lot of people.
Lara Galloway: I’m Lara Galloway, and I’m Yes, it is. You’ve made a… Oh, I’m looking forward to reading the piece. I’m a sucker for acronyms. It’s very memorable. I like the concept of limiting the audience, but there’s also the possibility that you start with shoes, but right now I believe both of my kids are wearing Nike T-shirts. This morning, I wore a cap with the Nike [swoosh 00:18:00] on it. You may also pivot in another direction and add additional lines of business to your company strategy after you’ve established dominance in whatever product line or industry you’ve chosen, so definitely.
It’s a fantastic way of saying, “Look at which segment, both a segment of people and a part of the market and a section of the goods, you can ultimately provide.”
Peter: That’s fascinating. Yeah. I suppose how do you deal with the notion of people recognizing and trusting your knowledge in a specialty when you become an expert in that niche? I have an issue where I am usually unlikable [to people 00:18:36], is that right? That’s what Jonathan tells me the majority of the time.
Peter: If I went out and said, “Hello folks,” to individuals who should know and trust me, I could have a problem, and it might take a year or thirty years to find it out, so how do we know if your knowledge is sticking? How can you tell whether people are truly paying attention to what you’re saying?
Lara Galloway: I’m Lara Galloway, and I’m Yeah, developing the know, like, and trust factor with your audience is one of the things about concentrating on niche marketing and really obtaining that tightly defined group and being a large fish in a little pond. One thing we appreciate is that, as I previously said, we small company owners cannot compete with colossal companies like Nike in terms of marketing expenditures. One area where we may compete is in the area of personal likability, knowledge, and trustworthiness. Peter, you can really do a fantastic job; maybe there’s anything we should talk about, or perhaps you simply need to make new friends if Jonathan says you’re unlikable.
Peter: This is a tough room.
Lara Galloway: I’m Lara Galloway, and I’m I suppose so, but if you’re showing up in person and online in a way that lets people get to know a little bit about you, that’s absolutely relevant and on target with your branding. For example, at Bplans, you’re a business professional, so you’ve got to have a little bit of that in there, but you also need to have something that shows your people that you understand and trust them. If [your 00:20:17] social media postings, if your local meet-ups, if your workshops, seminars, and articles reflect a little of your expertise, you’re relating the kind of things you’re an expert at while also revealing a bit of your personal side so others can say, “Yeah, I like that guy.” You know how difficult he is to like, yet I believe him because what he says is accurate.”
People form connections with you depending on how you present yourself. Because you can give a face and a personality to your brand in a way that large businesses can’t, there may be some advantages to being a smaller brand. I know some ladies who manufacture small leather baby slipper shoes and the like; they can’t compete with Nike, but their clients like them, and they enjoy marketing. They have a crazy volunteer marketing army working for them because they’re producing these little shoes and writing about it all the time and showing up at all the fairs where people can feel them, touch them, try them on, and adore them.
I believe that one of the most effective ways for us to compete is to remain modest, personal, and honest so that our clients can connect to us.
Jonathan: So, Lara, it’s wonderful to have you here, and just for our listeners’ information, where can they discover more of your work?
Lara Galloway: I’m Lara Galloway, and I’m Oh, I’d love for them to follow me on social media. At mombizcoach.com, you may find me all over the place. That’s M-O-M-B-I-Z-C-O-A-C-H, therefore mombizcoach.com is my website. It’s the handle I use on Twitter. It’s a link to my Facebook profile. It’s my Blog Talk Radio show, YouTube channel, and Instagram account. It’s all over the place now.
Jonathan: You’ve nailed the branding.
Lara Galloway: I appreciate it.
Peter: Stara made an excellent point about making new acquaintances, Lara. That, I believe, is a great transition to some new pals I’ve made around the home, including robots, computers, and, really, all of my appliances these days.
Jonathan: Oh, yes, that’s right. Those aren’t your pals, Peter, but it seems like a topic for a future podcast or immediately after this one is over.
Peter: No, I’d argue that my home is getting friendlier as technology advances, adding more gadgets and ways to interact with it. If I needed to, I could check what music was playing in my living room from right here. What we’re really talking about here, and what we’re smoothly moving to, is the internet of things. What are the connections in your home, Jonathan, and what do you know about this?
Jonathan: I’ve heard the term before, but I’ve never truly looked into what it means. Do you have anything you’d want to share with our listeners who may be in the same boat as me? What exactly does the term imply? We may be aware of the facts, but what exactly are we talking about?
Peter: Webster’s Dictionary clearly describes it. This whole movement has been going on for quite some time. I believe that items like the Nest, which is a smart thermostat for the home, would be the ones that people would recognize the most. They also produce an intelligent smoke detector. These Sonos distributed music systems, distributed lighting systems, and door locks that you can control with your phone or mobile. In a wider sense, your home is full with things, and the internet of things entails the issue of whether or not all of these objects can be linked to one another. What is the advantage to people, and how can they interact with one another?
It’s practically science fiction, but I believe it’s essential for our listeners to be aware of this because, honestly, it’s occurring right now. This isn’t just speculation. This is a list of items that are currently being released.
Lara: Jonathan What are your thoughts on the internet of things while you’re here with us?
Lara Galloway: I’m Lara Galloway, and I’m It’s amusing. I was thinking about how your smart phone is linked to your air conditioner, which is connected to your smart watch, which is connected to your smart vehicle, and so on. We used to refer to it as “clever stuff.” Now it’s the whole internet, the entire network of interconnectivity, that makes things wiser, more intelligent, and capable of cooperating, eventually saving us time, energy, money, and other resources. It appeals to me. It’s certainly on the way, in my opinion. It’s the right path to take.
I believe that devices like the Fitbit or the Apple watch have completely gotten some of the most inactive individuals I know in the world moving, responsible for their activity, and really engaged in monitoring so much about what they eat, sleep, and move each day. Wow, I believe there’s a lot of value in it. They add it to their smart food plan after uploading it. Your Samsung refrigerator can inform you when you’re out of milk, almond milk, protein drinks, and anything else you need.
It makes sense to be more efficient and not having to remember to purchase toilet paper, like “Oh yes, it’s low,” for example. Simply place your order. Take care of it. Why do we spend time on things we don’t need to do? I’m a big believer in time management since it’s something we can never have enough of.
When I start talking like this, I know my husband, for example, is far more cautious than I am about putting anything out that might compromise our privacy. He doesn’t want us to link all of our credit cards, bank accounts, and other accounts for mobile banking, even though it’s so simple. He doesn’t want us to do that because he wants us to think about hackers and think, “Well, if I link all of these systems together, then basically one little password gets you in and you can create a lot of damage.”
“Well, yeah, it’s helpful, but what about hackers, what about advertisers, what about people who want if employers can tap into my Fitbit and see when I’m being more productive here or there or how I spent my time, is that going to impact whether I get a raise or if they give me better insurance or whatever kind of thing?” I think that’s what the resistance you always get with stuff like this is “Well, yeah, it’s helpful, but what about people who want if employers have It’s a legitimate worry, and I understand.
Jonathan: All of the possibilities thrill me much. It’s very amazing every time I see a new invention regarding it. Oh, I didn’t know it was linked, and wow, that’s very cool, but I believe we’re going to continue without hesitation, if I may say so.
I don’t know if you’re acquainted with the Wait But Why website, but they have a two-part series on artificial intelligence. I don’t know if you’re familiar with the Wait But Why website, but they have a two-part series on artificial intelligence. It creates a scene that might be described as either bleak or hopeful. I believe that our haste in connecting everything and doing so just because it’s cool is bringing us closer to that bleak future.
Peter: You’re afraid of robots, aren’t you?
Jonathan: They scare the living daylights out of me.
[00:27:37] Peter: [That’s great.]
Yes, yes, yes, yes, yes, yes, yes, yes, yes, yes
Peter: That’s excellent. How afraid of robots are you, Lara?
Lara Galloway: I’m not frightened at all.
Peter: Jonathan Great conversation, however this is a podcast for small businesses. How can these small business owners begin to utilize the internet of things, or their understanding of the internet of things, to help their company?
Jonathan: That’s a fantastic question, and I’m going to return it to you and ask what your views are on it.
Peter: That’s fantastic, Jonathan. Thank you very much. That is much appreciated.
Jonathan: No issue at all.
Peter: Let’s start with you, Lara. What is one piece of advice you can give? While you’re talking, I’m going to think about mine?
Lara Galloway: I’m Lara Galloway, and I’m Simply put, the buck stops with you. It’s no issue. So, while you guys are figuring things out, I had an idea. I think it will be, you know, what we see with small company owners is that we see entrepreneurs that develop very quickly when they clearly identify an opportunity, a problem, a difficulty, or a gap in the current market, and then they come up with something that very quickly fills that gap. I can see that with the high tech firms who are researching all of these trends and monitoring what’s going on, we’re going to see a lot more applications like this. I mean, when we speak about a specialty, is there anything that better defines a niche than app development?
You get a game where all you do is throw birds out of nests and have them blow everything up. They’re so basic in what they offer, and I believe that entrepreneurs and small business owners have been able to really break into the tech market because all they have to do is focus on a very smart but smaller scale idea that bridges a gap, makes a connection, or fills in a hole in what’s already a market, as so many small apps have done that have been developed and gone really big on. That’s something I believe we’ll see a lot more of in the future.
I believe there is a lot of room for small companies to succeed because they are able to keep on top of industry developments and respond to customer needs rapidly in a manner that many large corporations cannot.
Peter: I believe the specialty element is very important. That, I believe, will be my main takeaway. I just began beekeeping, and one of the first things I did was put a tiny android Arduino component in there with a number of sensors and it communicates to the internet…
Lara Galloway: My kid works with Arduino. That’s fantastic.
Peter: That’s all there is to it. You should mention opensourcebeekeeping.net to him. The concept is that this little gadget connects to my WiFi and collects a few measures. It not only tells me how my beehive is doing, but it also tells an unspecified network how the state of Oregon, the United States, and other things are doing. It’s an intriguing small project, but the point is that it’s the sort of thing Lara’s son might design and install for a niche market like mine.
I believe there is a lot of room for small businesses to either adjust what they’re presently providing and think about how it fits into this new phenomenon that’s actually occurring and happening now, or to create new creative approaches to how they conduct their regular company as it relates to this market. The lesson here, I believe, is that this is occurring. Is this correct, Jonathan?
Jonathan: It’s occurring right now. Yeah.
Peter: It’s occurring right now. We won’t be able to stop it.
Jonathan: Why don’t you contact us at [email protected] or tweet us at bplans and tell us what you think about the internet of things and what the greatest gadget you’ve seen connected? What’s a suggestion for anything that should be linked that you have? You may also listen in on the mombizcoach discussion. I’m sure she’d be interested in hearing your views.
Peter: Yes, Lara, who do you want to hear from if individuals have questions regarding niche marketing, and when and how do you want to hear from them?
Lara Galloway: I’m Lara Galloway, and I’m Oh, I’d want to hear from individuals who are certain that they don’t require a specialized market and that their target audience is anybody with money. Please give me a call. I will be of assistance to you. You need my assistance. It’ll be fantastic to talk. You may contact me by emailing Lara at [email protected], or you can find me on social media platforms such as Twitter, Facebook, Instagram, and my website, laragalloway.com (that’s L-A-R-A G-A-L-L-O-W-A-Y.com).
Jonathan: Okay, thank you for joining us.
Lara Galloway: I’m Lara Galloway, and I’m Thank you, gentlemen. It was enjoyable.
Send us an email at [email protected] or a tweet at @Bplans if you have a question you’d like us to address on the program.
Palo Alto Software, the creators of Bplans.com and LivePlan, brings you the Bcast.
- what is niche