Monthly Archives: April 2025

How to Think Strategically About AI Tools

How to Think Strategically About AI Tools written by Jarret Redding read more at Duct Tape Marketing

The Duct Tape Marketing Podcast with Dan Sanchez

In this episode of the Duct Tape Marketing Podcast, I interviewed Dan Sanchez, an AI marketer, consultant, and the creator behind AI-Driven Marketer. Dan has a deep passion for exploring how artificial intelligence can be used not just for automation, but as a co-pilot in crafting better strategies, solving complex business challenges, and enhancing marketing productivity.

During our conversation, Dan shared powerful insights on how AI is transforming the role of marketers and why approaching AI with a clear strategic mindset is more essential than ever. We explored the pitfalls of chasing the newest shiny tool and instead emphasized focusing on core business problems where AI can truly add value. Whether you’re overwhelmed by the flood of new tools or just starting out, Dan’s advice is rooted in the philosophy of strategy before technology—an ethos that’s been central to Duct Tape Marketing for over two decades.

Dan’s grounded approach to integrating artificial intelligence into marketing underscores the importance of being intentional and strategic. Rather than seeing AI as a threat or a gimmick, marketers can embrace it as a powerful tool to elevate their impact and performance.

Key Takeaways:

  • Start with strategy, not tools. Focus on identifying bottlenecks in your business processes before selecting any AI tools.

  • Use AI as a thinking partner. Tools like ChatGPT can enhance strategic thinking, not just content creation.

  • Go deep, not wide. Master one tool—like ChatGPT or Claude—instead of juggling a dozen, to get real value from AI in marketing.

  • Deep research is underutilized. Tools that simulate 20–40 hours of human research can drastically improve marketing strategy and productivity.

  • AI can reshape problem-solving. Learn to prompt AI effectively to assist with everything from competitive analysis to content ideation.

  • Stay focused, not overwhelmed. You don’t need to be an early adopter of every tool—start with meaningful experiments and scale from there.

  • AI will shift marketing roles. Embracing AI skills will be key to thriving in the future of marketing and business growth.

Chapters:

  • 00:09 Introducing Dan Sanchez
  • 01:57 Approaching AI Strategically
  • 04:04 Creating New Things with AI
  • 06:36 Evolution of AI Prompting
  • 08:50 Humans Changing Role in Marketing
  • 11:38 Developing Skills vs Delegating Tasks
  • 13:51 AI Agents Affect on Marketing
  • 17:50 Advice on Using Deep Research

More About Dan Sanchez: 

Sara Nay (00:01.468)

Hello and welcome to the duct tape marketing podcast. This is your host, Sara and a today I’m stepping in for John Jance and I have a guest on the show, Dan Sanchez. So Dan is an AI marketer, consultant and creator with a passion of diving into the latest tech innovations. He specializes in developing cutting edge marketing strategies that leverage AI to enhance customer engagement and drive business growth. So welcome to the show, Dan.

Danchez (00:27.64)

Thanks for having me on, Sarah.

Sara Nay (00:28.978)

Of course, I’m excited to talk to you today. We first connected on LinkedIn because you had been posting about AI and thinking strategically about AI and speaking to marketers directly, which all of that resonates with me. But when I reached out to you, I was commenting about one of your posts and I’m just curious, do you remember what you said in response to my initial message to you? No, I put you on the spot.

Danchez (00:48.364)

I don’t. If we’re talking about the comments, I’m like, I don’t know. I comment, I mean, I’m dropping 200 comments a day or a week on LinkedIn. And so they all blur together sometimes and I’m like, I don’t know what I said, when I said it.

Sara Nay (00:56.36)

I’m sure.

No worries. Well, I sent you a direct message and you talked about how duct tape marketing was one of the initial blogs that you were following back when RSS feeds were a thing.

Danchez (01:02.882)

or the direct message. Yes, no.

That’s right. It was Copy Blogger, Duct Tape Marketing, and Seth Godin were the three. I was transitioning from graphic design to being a marketer, and a marketing kind of mentor to me. He’s like, hey, back when RSS was a thing too, he’s like, go to create a Google feed account and subscribe to these three blogs. You need to read them every day. And so I did for a very long time.

Sara Nay (01:29.33)

I love it. just brought that up because I think it’s very interesting. Like you’ve obviously been in the marketing space for a while now talking about RSS and original blogs. And now today the focus of this conversation is going to be all about AI. And so it’s just interesting to think about the evolution that we’ve had over the last several years and the pace of the evolution that we’re going through right now with all things AI. Well, great.

And that’s what I want to dive into deeper. I’ve noticed through your posts and the content that you’re putting out, you’re talking a lot about approaching AI strategically to avoid overwhelm. at Duct Tape Marketing, we’ve been saying strategy before tactics for 20 years now. At this point, we’re saying strategy before technology because you need to have a solid strategy in place. But I would love to open that up to you. How are you advising because it can be overwhelming with all the tools that are being developed and all the

the stuff that’s being put out there on AI. So how do you advise people to approach the world of AI strategically?

Danchez (02:24.27)

You know, there’s a couple different approaches, but it’s funny because I just got a DM yesterday and it was like, hey man, heard you did a talk on the 25 new tools for AI in your session recently. What tools should I use? And I was like, I don’t know, what problems are you facing? It’s kind of like that whole strategy thing. It’s kind of like, well, there’s lots of tools. They can do lots of stuff. And there’s some general purpose tools that can cover a lot of different things.

Sara Nay (02:44.892)

Yeah.

Danchez (02:51.822)

But what’s the core obstacle you’re running into your business with right now? Where’s the choke point for your systems? What’s causing you pain on a daily or weekly basis? Because those are the things I want to look for first as a consultant and see how AI might be able to help that. It’s funny because a lot of times people actually don’t need AI, they just need clarity and a strategic focus set. But I do find that AI is changing the game because it’s allowing us

Sara Nay (03:00.774)

Yeah.

Danchez (03:20.982)

not only to automate and do things faster or even better, but it’s helping us think better and more strategically if you kind of know how to use it as a co-pilot. So that’s the first thing I’m kind of trying to help people understand is like this thing becomes a very good strategy thinking partner. Even if you can kind of, you just kind of have to give it a start. It’s not going to proactively come after you and be like, Hey, so what’s your plan for this? Hey, what’s your strategy? Hey, what were you thinking here? But if you proactively ask it for feedback,

Sara Nay (03:26.93)

Mm.

Danchez (03:48.608)

or for considerations or ask questions that it can ask you and then give you feedback on, it’s amazing how much more strategically you can think when you start using AI as a co-pilot.

Sara Nay (04:00.528)

Yeah, absolutely. And that was one of my early aha moments with AI is at first I was just using it or thinking about it as like a content creation tool. was thinking of it as something that like helps take stuff off my plate. But when I shifted to thinking of it as a thought partner and started using it in my strategic thinking and planning, like that’s where my view on what AI can do completely changed. And I know you have a story that you talk about one of your early on experiences with chat, GBT, I think you call it your Mediterranean ice cream moment. Do you mind explaining what that experience was for you?

Danchez (04:26.838)

Yeah, that’s right. Yeah, it’s when ChatGPT first came out. I’d been a huge skeptic of AI before ChatGPT came out. I’d seen some of the early pre-ChatGPT stuff like Jarvis, which was using its 2.5 API ChatGPTs back then. It was like a copywriting tool and I was like, okay, it’s starting to get things. But when ChatGPT launched, it woke everybody up, including me. And I remember sitting there and being like, well, is this thing just really good at regurgitating?

You know, is it like, because remember before we had like Drift, you know, an AI chat bot and we had Intercom and like they were all pretty bad. None of them were good. So I was like, you know, can this come up with original ideas? Most original ideas are usually a combining of two different things that don’t normally come together. And humans do it all the time to come up with new ideas. So was like, well, let’s find something that doesn’t exist on the internet and just ask for it to create something. So I figured recipes would be hard because I’m like, well, that’s a whole different dimension. It’s got to understand taste and

recipe and how things come together in order to form new flavors. That’s pretty tough. And then I went searching, I’m like, what’s a recipe that doesn’t exist? So I just picked out two random flavors. I was like ice cream Mediterranean. I went and Google searched it. Could not find it. And then search and said, hey, make me a recipe for Mediterranean ice cream. And it punched out a bunch of ingredients. was like, you know what? This would actually work. And that’s when I realized, I’m like, it has the ability to come up with new things.

If you’re willing to guide it direct it and that changed everything for me because that was the missing piece That’s what to me made it artificial intelligence is it was able to actually think through and come up with a very Kind of elaborate thing because making recipes is kind of hard if you’re not pretty familiar with it And that was that was a big unlock for me

Sara Nay (06:07.035)

Yeah.

Sara Nay (06:10.812)

Did you try the recipe? Did you actually taste the ice cream?

Danchez (06:13.125)

No, no, no, I did not make the ice cream, but I remember looking at the ingredient list and thinking like that was workable. I wonder what else this can do. And then I moved on and started knocking out other ones, but that was the first big one. I was like, ah, this isn’t just delivering something back. This isn’t just summarizing what it’s found. You can mash up new things with this together.

Sara Nay (06:19.3)

Yeah.

Sara Nay (06:32.038)

Yeah, that’s great. Recently we have these big bushes in our backyard and they’ve been bothering us for years, but not enough to actually do something about it. And we finally decided to rip them out. And before like, I would have had to like go to gardening stores and figure out what to plant and like talk to a number of people and spend all this time like designing. But instead I took a picture and I put it into chat GPT and I asked like, you know, we’re in Boise, Idaho and this full sun and all the things that I needed to know.

Danchez (06:57.485)

Yeah.

Sara Nay (07:00.254)

And I ended up like designing this whole space of plants to put in that, in that place. And while I was going through that experience, I had an aha moment of like my role, like problem solving has completely changed. Like how I go about problem solving is different because now what I need to get really good at is prompting AI to help me solve problems and to push it for like further and to redirect things versus before, you know, I was going out and doing all that stuff manually.

And so that was an example of just like an aha moment of like how I solve problems is completely different than it used to be.

Danchez (07:34.734)

you actually don’t need to learn how to prompt AI as much as you’d think anymore. The AI models before you did because it was a little squirrely. Kind of like if you’ve done AI video right now, currently that is very squirrely, right? You try to prompt it and it’s like, it’s all over the place and the characters are disappearing and reappear and you’re like, my gosh, I got to really hone this thing and get what I want. But it was like that in the beginning. Like it couldn’t go that far without going off the rails in some way back in like 3.5 and early for chat GPT-4.

Sara Nay (07:43.196)

Yeah.

Danchez (08:03.182)

But nowadays it’s gotten so good at anticipating what you want that I just talk to it like it’s a person. I’m like, Hey, chat, you put interesting question for you. My dishwasher is not working and I’ve already tried to troubleshoot it through some YouTube videos, but it’s just not working. here’s, here’s what I’m seeing. And here’s what’s happening. It’s turning on, but it’s flooding with water, but things aren’t getting cleaned. I don’t hear it running and it’ll just start asking you questions and you just have.

Sara Nay (08:09.777)

Yeah.

Danchez (08:28.652)

dialogue with it, almost like it’s an expert in your pocket. You can call up any time. And I was using the voice model as talking to it. but I find I’m doing it with like that all the time, whether I’m assessing my own strategic position in the market, whether I’m just asking to come up with a LinkedIn post. I’m just talking to it like it’s an assistant that I just need to give us enough context in order to carry out the task.

Sara Nay (08:34.311)

Yeah.

Sara Nay (08:49.904)

Yeah, that’s a great point. I’ve definitely seen it’s improved drastically over the last year, I would say, in terms of not having to engineer as much with the prompting. I’m curious, we haven’t shifted too much into the conversation of marketers. And so there’s lot of unknown in a lot of industries, but marketing is obviously being deeply impacted. And you had a great LinkedIn post that went out this week that I saw about AI tools are potentially going to replace humans in the future. And so I would just love to hear your take on

To the marketers that are listening to this, what do they need to be thinking of moving forward in their roles as marketers? Is there an opportunity to evolve and shift? Or what do you recommend for those that are feeling a little bit uncertain about the industry that we’re in right now?

Danchez (09:33.036)

There is a lot of uncertainty. And I tried to think about the uncertainty in scenario planning methods, where it’s like, OK, let’s say it is like we’re going to lose 90 % of marketing jobs. You’re like, well, who are the 10 % that do have jobs? And what do I need to be in that 10 %? So I think about it like that. But I think about on the other side, let’s say this is going to be like every other technology revolution. Well, there’s going to be a whole ton of new jobs that exist.

Sara Nay (09:34.695)

Yeah.

Danchez (10:01.09)

What’s gonna be in those new jobs? Well, they’re probably all gonna be AI driven. So in either scenario, it’s probably going to be who’s me to become AI driven, right? And it’s probably gonna land somewhere in between. It’s probably not gonna be like this glorious thing. There’s probably gonna be good, there’s gonna be bad, there’s gonna be some loss on some side. I did recently post because a lot of people, there’s been this trending topic on LinkedIn that I really had an epiphany. like, you know, it’s not gonna be all that.

Kind of like this idea that like human first is going to be the one that powers it. Like AI frees us up to do the more human things. And I’m like, that be true. There will certainly be a place where a lot of companies lean into being more human, more service oriented. And those will be great and they’ll win. There will be a whole nother set of businesses that win from just being more fully automated because somehow through AI, they create systems that deliver more value at just a much lower price. And you know what people, a lot of people will do that.

Like it used to be that you’d have a tax filer help you file your taxes and almost everybody’s using TurboTax now, right? Unless you have a company in some kind of more complicated tax situation and you are hiring a CPA, but I’d still be even a little nervous to be a CPA right now, unless you’re like a really good one, you know? So I think a lot of businesses will be automated and there’ll be people that go into the whole all human thing and the cost difference between the two will probably be pretty dramatic, but there will be a lot of ways to win. But I think…

Sara Nay (10:57.607)

Yeah.

Sara Nay (11:11.824)

Yeah. Yeah.

Danchez (11:25.89)

What will help the most is trying to figure out what different paths will happen in the future and then finding the common denominator around them. The common denominator I’m seeing is that AI skills are going to be a big piece of it.

Sara Nay (11:39.952)

Yeah, absolutely. I heard someone talk recently about if you’re a marketer, really anyone in a role is basically writing down everything that you’re working on on a regular basis and then doing a bit of audit on that work saying, like, is this increasing in value because of AI? Is this decreasing in value because of AI or is this staying consistent moving forward? And so if you thought about anything like that, auditing your time and your skill sets to see what you should continue to leverage and grow on versus maybe start delegating the different tools and solutions.

Danchez (12:09.336)

For me, it’s probably a little harder because I’m an AI educator. like I, I, for my job, I literally get to waste some time experimenting and using these things so that I can report on whether it’s actually helpful or not. I find the process of auditing on a regular basis to be pretty burdensome. I’m like, like, I wish I would just like audit my days more. In fact, I’ve even thought about going into making a project in chat GPT to be like,

Sara Nay (12:12.294)

Yeah.

Sara Nay (12:28.144)

Yeah. Yeah.

Danchez (12:36.642)

here’s what I thought I would get done, here’s what I didn’t get done, here’s some extra stuff and just dictate into it real quick to kind of keep like a daily journal and kind of a little bit of a coach. It’s gotten way better at that recently. But it’s, I don’t know, I don’t think I would do that. I think on larger projects, I think it’s really helpful, especially if you can bring some of that data back into AI because it’s learning now and can remember things across different chats now and it will get better over time. I think that will become a strategic advantage. But yeah, I…

for anything new in businesses, you do have to start small and kind of test your way there. I will say it is probably like, there’s enough effort and a momentum in society going towards AI, especially with businesses right now that I promise it’s worth at least just going deep into chat GPT. It’s the main one. And I heard somebody say even recently like, like I know chat GPT, but like I want to go beyond beginner. And I’m like, no, like trust me, all the pros are using chat GPT too.

Sara Nay (13:08.764)

Yeah.

Sara Nay (13:29.308)

Hmm.

Danchez (13:31.958)

Like if anything, they’re only spending more time in that tool because they’re finding it more and increasingly valuable. Just don’t waste time learning all the tools. Like literally learn that one. And then if you have time and you have a need, start learning some of the other ones. But time spent learning how to leverage Chat GPT specifically. And if you like Claude, go with Claude or Jim and I. Like pick one of the main ones and then just hone in that one craft in order to make the most of it.

Sara Nay (13:58.074)

Yeah, that’s how my brain works with it all as well. Like I’ve gone all in on chat, GBT, and that’s where I typically live every day. but I know other people out there, they’re like, I use this for this, this for this. And I’m like, how do you have time for all of those things? Like I have to go deep in one to actually be able to use it to some of its potential versus, know, going through all the different tools. So I think that’s great advice. I’m curious, I’m part of a mastermind and AI mastermind. And were talking last week about how

Danchez (14:09.442)

Yeah, I don’t know.

Sara Nay (14:24.614)

websites and marketing in general is going to have to shift because of the AI agents world. Where right now we’re designing websites for humans and ads for humans and eventually, you know, it might be agents going to these different websites to make buying decisions for their people. And so have you thought or talked much about how marketing might shift in the next, I would say six months to a year with the idea of agents becoming more of a thing or more of a focus?

Danchez (14:52.13)

Yeah, I’ve thought about it a lot. I don’t think it’s going to change much in the next six months. AI agents, in my opinion, they’re just not a thing right now for the most part. we’re calling, what most agents are, or what are labeled as agents, they’re not agents. There’s a few exceptions, and I’ll talk about those in a second, but most agents are what I’m calling intelligent automation. They are just automated sequences, like we had before with marketing automation, know, like the little drag and drop builders. They’re just that.

Sara Nay (15:00.455)

Yeah.

Sara Nay (15:13.906)

Mm.

Sara Nay (15:18.257)

Yep.

Danchez (15:20.086)

with one of the modules being ChatGBT. That’s it. Some of them are slightly more sophisticated because you’re giving a little bit of autonomy to AI to choose between a few different tools and maybe it’s not injecting a prompt, it’s actually got access to a database. that’s starting to feel more agentic, but it’s not like this fully autonomous thing that can go out shopping for us. It’s just not. Now there’s some precursor tools out there that you’re like, that’s definitely agent-ish.

but they’re not good yet. OpenAI has operator baked into chat GPT. You gotta pay the $200 a month license to get access to it. It doesn’t work well. Manus is the big one people are talking about from China. It also doesn’t work well. There’s just too many holes in the system. It maxes out too often because the server space isn’t ready. The memory isn’t ready. We have all the ingredients to make agents right now, but we’re still…

The cost of compute needs to come down a little bit. The context window needs to go up a little bit. We need to be able to give it more access to more things. know, all these, there’s a lot of talk right now about giving it access to like, Google just launched its agent to agent framework so that it can interface, different tools can interface. Agents can work with other agents from other tools. You know, like these kinds of standards and models have to be developed to create the infrastructure for it to happen. Right now, it’s not happening. The one agent that I’ve seen that is actually good,

It’s agentic and it’s worth, it’s like one of the most underutilized AI features out there right now is deep research. It is going and doing a lot of work. And I love it. The more I use it, the more I fall in love with it. If you’re a chat GPT user now, you’re paying for plus and you’re not using all 10 of the instances of that you get every single month. You haven’t figured it out yet. I promise the best advice I give is like upgrade just for one month, upgrade to the $200 a month one. So you can get 120 instances of it.

Sara Nay (16:49.744)

Yes.

Danchez (17:12.462)

and just throw everything you can at it, practice at it. You get 120 of them, like throw away things at it and just try it. It’s different than using chat GPT because it’s going and doing like 20 to 40 hours worth of human work for you, which means you kind of, like I said, prompting wasn’t good a minute ago, but for deep research, prompting actually is more strategic because it’s less of a prompt and more of like a mini project charter if you think about it.

Sara Nay (17:18.545)

Yeah.

Sara Nay (17:36.294)

Mm-hmm.

Danchez (17:37.676)

you kind of need to put some barriers on like where you want it to go, what you want it to do, what you want it to accomplish, where you want it to not go before you give it 40 hours of work. Even though it’s doing it in 20 minutes, you got to remember these reports are so sophisticated. You’re like, that would have taken a human a long time. But that’s the most agentic thing that I’ve seen out there. That’s remarkably good right now.

Sara Nay (17:46.649)

Yeah, yeah.

Sara Nay (18:00.004)

Yeah, I use deep research a lot for things like competitive research if we’re working with a client or if I’m creating a new presentation and I want some data to like back it up, I’ll have it create initial research to put together that. I’m curious, do you have any other examples of how people might start wrapping their head around using deep research?

Danchez (18:18.796)

out a few. There’s one prompt that I fell in love with and it went like super viral on LinkedIn. It’s like my most viral post to date was a deep research prompt and it’s really useful. So it is, I will give it to you to script out. I’m not going to read the whole thing because it’s kind of long, but I’ll give it to you. You can put it in the show notes, okay? But it’s essentially a prompt that goes and collects all the questions your audience is asking about your expertise, okay? And it goes and searches Reddit.

Quora, forums, and social to go and find them all and then organize them into categories and then rank stack them so that you can get at a glance, what are the most frequently asked questions your audience is asking about the thing that you do or the thing that you sell, whatever category that is. And that’s just so helpful to see. And it actually like not only rank stacks it, but actually gives you a header for each one and then put bullet points of the exact how they’re wording the questions with the link to the source so you can spot check it.

It’s so helpful because as a content marketer, it’s a lot of things are still done by content, right? Like that’s like my planning path. I don’t, I used to have to just have a lot of conversations on social or put out polls or just talk to a lot of customers. Now I can just extract it from the internet in 15 minutes and have a pretty dang good path of like what I need to be talking about on social or on podcasts or blogs.

Sara Nay (19:42.226)

That’s amazing. It was a great example. We’ve, this isn’t a deep research thing, but it’s chat GPT thing. We’ve started recording a lot of our sales calls and that’s just been really great content to put into GPT as well to analyze not only from a, can our sales team be doing better, but also a marketing content perspective, because now we’re capturing exactly, as you said, exactly how prospects phrase certain pain points and things they’re struggling with. And then we’re able to create marketing content that speaks directly to them moving forward.

So I love that example. All right, Dan. Yeah, give me one more. Give me one more.

Danchez (20:13.922)

I got one more for deep research, unless you want to wrap up. Because the deep research prompts are a little bit more sophisticated, something I’ve started doing is if I want to use a deep research prompt to dive deep, and maybe I’m thinking about launching a new product, or I’m about to do something big, and I don’t want to just do it willy nilly, I want to have a substantial conversation with AI about it, I will start it off in 4.0, just talk about, hey, this is what I want to accomplish. Help me build a prompt that would do really well in Chet GPT’s deep research.

ask me some questions. This takes time. I’ll tell it generally what I’m going after. It’ll ask me some questions, get clarity. It’ll craft the prompt. Then I’ll switch it to the O1 Pro model within that same window or the O1 thinking model. And then on deep research, I’m like, hey, that prompt above, go and do your thing. It’s like, because it’s already crafted the prompt for me. Then it’ll go do the deep research, come back with the refindings. I’ll read it and switch it back to 4.0 or maybe even a different thinking model.

Sara Nay (21:02.556)

Go do it. Yeah.

Danchez (21:12.238)

depending on what you’re going after, and then have a conversation about the research and pick it apart. But now it’s got this like big research report in there that then you can have a conversation with AI to be like, okay, well, it looks like this, like, what do you think? And then you can have a conversation and dialogue about the research, which is kind of a fun way to do it is chat GPT, deep research, and then going back to talking to chat GPT about it after the deep research report.

Sara Nay (21:15.952)

Yeah.

Sara Nay (21:36.508)

Yeah, that’s really interesting because you’re using it in that sense in that example as a research assistant with the deep research. And then you’re going into more of the thought partner co-pilot mode when you’re going into conversation. Very cool. Well, thanks, Dan. Is there anything else that you want to share before we part ways today in terms of anything on the topic of AI overwhelm and strategic thinking?

Danchez (21:43.02)

back into copilot mode. Yeah.

Danchez (21:57.294)

For anybody that’s listening to this and thinking they’re behind on the AI train, you’re not behind. It’s still very, very early. I promise. I’ve just got back from a conference just two weeks ago. People were asking all kinds of questions and I could tell just from the types of questions and their hunger they had that this is still extremely early. Like it is not too late. I know the hype has been crazy over the last two years, but as far as marketers actually using it in a meaningful way on a weekly or daily basis, very few. So.

It generally pays to be early on these trends, but don’t be overwhelmed with trying everything. Just taking some of the things we’ve talked about in this episode and practicing it and finding use cases that are meaningful for you. Again, look for those daily or weekly things you use all the time and start experimenting with AI and count it and write it off as like education time rather than, I wasn’t as productive as I was hoping it would be. Your first couple of swings at it are just going to take time. It took us all time to learn how to Google. It took us all time to learn how to actually write our first blog post.

It’ll take you time with AI, but it’s early and putting in the reps now will pay dividends later.

Sara Nay (23:00.402)

Yeah, that’s great advice. I always like to think we’re all learning together right now on this. We’re all learning together. Well, where can people connect with you online, Dan?

Danchez (23:04.12)

That’s right.

Danchez (23:08.648)

You can find my podcast wherever podcasts are, AIDrivenMarketer.com. Sorry, it’s anywhere you search AIDrivenMarketer.com on any podcast app. It’s also on YouTube. It’s a video podcast. And LinkedIn at LinkedIn.com slash ian slash digital marketing Dan is my most active social network.

Sara Nay (23:27.026)

Awesome. Thank you so much for being here, Dan, and thank you all for listening to another episode of the Duck Tape Marketing Podcast. We will see you next time.

Build Trust by Saying What Others Won’t

Build Trust by Saying What Others Won’t written by Jarret Redding read more at Duct Tape Marketing

The Duct Tape Marketing Podcast with Marcus Sheridan

In this episode of the Duct Tape Marketing Podcast, I interviewed Marcus Sheridan, renowned speaker, author of They Ask, You Answer, and a leading voice in the world of content marketing and business transparency. Marcus built the most visited swimming pool website in the world and has delivered over 750 keynotes, including TEDx appearances. His revolutionary marketing strategy focuses on one central idea: businesses that earn trust win, and they do it by saying what others won’t.

During our conversation, Marcus unpacked core principles from his latest book, Endless Customers, including how to dominate your market by becoming a known and trusted brand. We explored how customer trust, video marketing, and self-service tools aren’t just trends—they’re necessities in today’s AI-influenced digital landscape. From debunking lazy content tactics to reimagining how businesses present pricing, Marcus delivers actionable insights that challenge conventional wisdom and demand transparency at every level of the buyer journey.

If your inbound marketing feels stale or your SEO strategies are falling flat, it might be time to rethink what you’re willing to say. As Marcus says, “The rule breakers become the rule makers.”

Key Takeaways:

  • Trust is the Ultimate Marketing Strategy: Brands that openly address customer questions—especially around pricing, problems, and comparisons—earn customer trust and outperform competitors.
  • The New Rules of SEO: As AI marketing tools rise and Google becomes less reliable, companies must focus on creating value-driven content and video that educates, differentiates, and converts.
  • Video Content is King: A single, thoughtful video can be repurposed across your website, YouTube, TikTok, Instagram, and Facebook—maximizing content reach and sales conversion.
  • Media Company Mindset: Businesses must think like media companies—capturing attention across platforms and repurposing content for ongoing impact.
  • Self-Service Tools Drive Conversions: Tools like self-scheduling software and pricing estimators not only empower buyers but can double conversion rates by offering more control and transparency.
  • Embrace Transparent Selling Techniques: The most successful businesses aren’t afraid to discuss costs, risks, and trade-offs. Honest content builds long-term loyalty.
  • Content Repurposing Boosts Efficiency: One piece of content—especially in video format—can fuel multiple channels, reducing workload while expanding visibility.
  • AI Can Amplify Content Strategy: Rather than fearing AI, smart businesses use it to generate customer questions, create outlines, and brainstorm unique, value-driven content ideas.

Chapters:

  • [00:09] Introducing Marcus Sheridan
  • [02:10] Building a Known and Trusted Brand
  • [06:18] Thinking Like a Media Company
  • [11:20] Using AI to Help With Promotion
  • [15:25] Mitigating Risk for Customers
  • [20:05] Controlling the Conversation

More About Marcus Sheridan: 

John Jantsch (00:00.93)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Shane Murphy-Reuter. He’s the president and go-to-market. I guess you just call that GTM, don’t you? At Calendly, the platform helping individuals, teams, and organizations create better meeting experiences by simplifying complex scheduling. He’s focused on driving brand awareness and demand by ensuring alignment between sales.

marketing and CX. So Shane, welcome to the show.

Shane Murphy-Reuter (00:32.607)

Great to be here. Yes, we shorten it to GTM, but call it whatever you want. Yeah, no, it’s awesome to be your big fan of the show. So great to talk.

John Jantsch (00:41.07)

Thank you. So I’m going to talk about, I’m going to ask this question in the context of Calendly, but I think that this applies really to a lot of businesses out there. I Calendly started as a small idea of a technology for scheduling, just scheduling. And it’s certainly grown to something much bigger. That’s something that I think happens to a lot of companies you want to talk a little bit about. I know you’re

You haven’t been there from the beginning, but you want to talk a little bit about the evolution of that thinking in Calendly?

Shane Murphy-Reuter (01:13.087)

Yeah, of course. Well, I’ve actually only been at Calendly now, I think four months. I like to write it down, know, the expectations are lower. And so, yeah, I haven’t seen the journey from inside, but actually I’ve known Tope for, who’s the CEO of Calendly for about five or six years. You know, I’ve been very much watching it from the sidelines. And I would say also, if you look at my background, the companies that I tend to join are at a very similar stage to Calendly where

they’ve invented some new technology to solve some sort of pain point for a customer type and then have that exponential growth when they sort of like crack the market a little bit to get that product market fit. And then they start to think about, where maybe growth is starting to slow a little bit in that original market and where to go from here. And I think Calendly has been on that journey. Originally,

John Jantsch (01:51.778)

Mm-hmm.

Shane Murphy-Reuter (02:03.561)

we solved just that scheduling problem, that one problem around how do two people schedule meetings together. And it’s been very, very successful. But now the question is, well, how do you extend from here? And I think a lot of companies get that wrong, frankly. Like think there’s broadly two paths, right? You either take the technology that you’ve built and apply it to different markets.

John Jantsch (02:28.077)

Yes.

Shane Murphy-Reuter (02:28.409)

Or you take a target market or a customer segment that you have strength with with your original product and then extend the product offerings that you provide to those customers. And certainly, Canley’s strategy from here and hopefully very, very soon we’ll be launching our second major, major product is to really extend the products that we offer within a certain target market because we just believe there’s massive opportunity there to like.

solve other points in the relationship management lifecycle for our customers. it’s been, yeah, I’ve been here four months, but I think that the account is on like a pretty, classic journey that I’ve seen a lot of companies go through.

John Jantsch (03:07.394)

Do you, do you feel like you are on the journey to define a category or you have defined a category? You mentioned relationship management. I don’t know that people would have applied what, what Cowan Lee initially started doing to that term. mean, do feel like you’re, you’re categorizing, you know, a new way of working.

Shane Murphy-Reuter (03:24.641)

It’s a great question. think scheduling, our original product, we created the category, right? We are now basically the Kleenex for scheduling, which is amazing. I think the challenge though with it is different categories of different towns, right? Different total addressable markets. And I think for scheduling, it is a relatively narrow use case, right? Like it’s, while it’s extremely important for our customers, it’s narrow, but we have this incredible hook into the customer.

John Jantsch (03:28.034)

Yeah. Right.

Shane Murphy-Reuter (03:54.753)

How can we add more? And to be fair, I think for a go-forward strategy, we think about relationship management software more generally. No, I think the new areas that we’ll go into are existing categories like, I don’t want to give up our product roadmap, but you can imagine the types of other relationship management softwares that are out there, like the CRMs, et cetera. I think where our unique advantage is really in the customer types that we’ll go in service. And I think that we can

if we can build the software with hyper focus on kind of these SMBs and solopreneurs, I think that we can have great success relative to the incumbents that are in the market. So to answer the question more directly, I think we’ve done this category creation thing with scheduling and we’ll continue to hopefully dominate that market. From here though, I think it’s more about innovating within how we deliver in existing categories.

John Jantsch (04:52.974)

I’m sure you maybe talk about this in closed door meetings, maybe worry about it even sometimes, but how does a company like Calendar, especially in the early days when you essentially created a product that had a certain set of features and the Microsofts, the Googles of the world could easily squash that. You know, one day wake up and say, we’re going to do that. How do you kind of ward off that? do you worry about, again, I know you’ve grown to the point where,

You probably have more market share in scheduling than some of the big people that, you know, that could have done that. But do you ever sit around and worry about, Hey, we have to create more features or get more hooks in, so that we’re not just this one trick pony that gets squashed.

Shane Murphy-Reuter (05:36.421)

Yeah, that’s a great question. And for sure, I think if you look at it from the outside, you may imagine that something like scheduling is very, very easy to replicate. And I think this is where this hyper focus on your most fervent customers is so important. If you talk to the majority of our customers, their time is their money. A lot of them actually sell their time. If you’re a coach,

John Jantsch (06:03.032)

Sure.

Shane Murphy-Reuter (06:03.263)

you know, your therapist, et cetera. And then others are, if you’re in sales, like your time is how you get out there. And therefore an incredible scheduling experience is really important. So for sure, there are many competitors out there, lots of competitors, but because they just don’t have that hyper focus like we do around the true intricacies of the details of the problem set of our customers, they have not been able to compete. And for what it’s worth,

When we look at our data, for sure we’re hearing a little bit more about other competitors popping up as you would expect as any company scales. But in reality, it’s not impacted our business in the way that I think from the outside in you would expect. And so we actually think that we have a better opportunity to disrupt other incumbents than the other way around, given just how critically important this is for our customers. They’re not going to go and buy a slightly less

John Jantsch (06:53.304)

Yeah.

Shane Murphy-Reuter (07:01.419)

good product, they’re just not gonna do it, they want the best.

John Jantsch (07:04.962)

One of the things I’ve seen software companies do as they they grew is like, let’s take on this and this and let’s do email and let’s do the CRM part of it. And it makes a lot of sense, right? It’s like, I’ve got this end to end product, but then they make compromises in every single category because it’s very hard to have the one thing that fits all. mean, is there any danger you think in trying for somebody to actually start trying to take market share by adding

you know, more product that’s already out there and actually diluting what they’re good at.

Shane Murphy-Reuter (07:37.345)

is an absolute risk and one that you need to be extremely careful of. So every company I’ve worked at as we’ve gone on this multi-product journey, there is a constant debate around how much resource should you put into continuing to improve your core product versus how much should you put into new innovative areas. So it is a debate and we will never stop innovating on our core of scheduling. I do think though, as you think about like,

the product areas that you move into, the question has to be, what’s your unique advantage to win there? And I don’t like, I’ve seen companies just sort of go, we’re just going to go in there, we’re going to build in and say, well, okay, well, you really thought about the strategy and it can’t just be like a price thing, right? That’s not enough. And I think typically that unique advantage tends to come from, as I said before, one either is some sort of technology advantage that you have.

John Jantsch (08:12.792)

Yeah.

Shane Murphy-Reuter (08:33.375)

I’ll give an example of Webflow where I worked last. Webflow’s unique technology advantage was that built a way for you to manipulate code in a visual environment. Very easy for them to take that technology and move it beyond just building websites into how you build other types of technology. They have a technology advantage they can apply to different markets. For Calendly, think the reason Calendly has been so successful are two things. One,

I do think that we have a unique penetration within a type of customer that I mentioned before, that we really understand and can, as we go into these new areas, make sure that we’re addressing their unique needs for a new product. like cars, right, before it used to be Model T, any color you want as long as it’s black, which is fine when you’ve got a technology advantage like Henry Ford had. He had a technology advantage, so you mass market it.

John Jantsch (09:24.27)

you

Shane Murphy-Reuter (09:30.205)

Now that’s crazy because that technology advantage no longer exists. You have every million type of car for different types of very specific segments of the market. And so as we think about our go for product strategy, think some of it, I wouldn’t say we necessarily have a technology advantage, but I think that we have a data advantage in being so hooked so clearly into the customer’s most important thing, which is their time and the data around that.

And then we have a unique advantage, I think, in making sure that when we build those new product areas, they’re beautifully connected and integrated with scheduling and that we build for that segment. And we don’t try and build the Model T, we try and build a very, very, very tailored experience for the customer set that we know that we have the greatest right to win in. And for what it’s worth, we also believe that the incumbents in the relationship management software market have left that market behind. And so I think there’s a…

great opportunity for us to win. But back to the original question, yes, of course we need to balance and make sure that we’re not under-investing in our core. I use the phrase internally at companies that if you kill the cash cow, nobody gets milk. And so, yeah, you want to make sure that the core business, which is for us scheduling, continues to, we continue innovating.

John Jantsch (10:55.394)

One of the things that’s really tempting as companies grow to the size that Connolly has now, I mean, some of your original customers clicked on a button, signed up. It was just them in their house doing scheduling and it worked for them. It was awesome. It was easy, no friction. And now you’re starting to have enterprise con. That security and adoption and uptime and all these kinds of things really have to be sold.

How do you message first off? Let’s let we can talk about operationally as well, but how do you message to such distinctly different sales channels?

Shane Murphy-Reuter (11:38.185)

Yeah, it’s a great question. I think about this through two different lenses. The first one is obviously the who you’re going after. And for what it’s worth, typically in enterprise companies, particularly for a company like Calendly, the user within that company tends to test it out first. And the user is the person that has that problem. So a salesperson within an enterprise company will go, this is really painful scheduling.

John Jantsch (12:00.429)

Mm.

Shane Murphy-Reuter (12:06.625)

I’ve heard by Cano, you’ll go check it out and they’ll come in through our PLG funnel, our self-serve funnel. And there, how you sell to them and the message for them is extremely similar as the message to a solopreneur and SMB because they are the user, they have this actual direct pain of the product solves. And so I think that when, in a lot of ways that is consistent. Now, of course, if you’ve got that person in your funnel, right, who is the user within an enterprise,

Your job now is to use other channels to go and directly target the procurement team, the security team, the actual economic buyer with very targeted messaging. This is typically through a sales team. We can also be using things like account-based marketing to go do that so that you bring your enterprise value proposition to them. And this is classic in SaaS. This is why if you go to most SaaS websites, unless they are purely focused on the enterprise market,

the homepage will be very directed at the end user, and they will have an enterprise section which tells the full enterprise value proposition. And the price in the packaging, most of the packages are designed for the actual users, and they’ve got an enterprise package designed for those other people that you’re trying to sell to. I think it’s about, and finding the balance of that depends on your business and the degree to which it’s like your opportunities in the enterprise versus in the SMB.

John Jantsch (13:08.675)

Mm-hmm.

Shane Murphy-Reuter (13:33.409)

So I think you needed to do both, but I think my key point there is that even in the enterprises, are where you’re to get the adoption is getting a end user to love it because they end up becoming what we call in the, in sort of go to market, the champion. They’re going in, Hey boss, we’ve got to use this thing. Here’s how much time it will save me. If you don’t get the champion, if you don’t get that user to care, the

John Jantsch (13:50.894)

Sure.

Shane Murphy-Reuter (13:59.883)

Procurement team, the security team, they don’t give a shit. Oops, sorry, shouldn’t have said it. They don’t care. And so I think that’s the key thing that I think oftentimes people miss.

John Jantsch (14:09.402)

So is part of what you’ve been brought to do is build a sales team or is there already a sales team that’s on the ground?

Shane Murphy-Reuter (14:17.457)

Yeah, we already had a sales team. when I joined, Cal and Lee had already gone on the journey to build an enterprise product offering an enterprise sort of package and team. think what I’m trying to do is blend the self-serve and sales experience in a more natural way. So again, a lesson that I’ve had at pretty much every single company I’ve worked for in B2B has had a combination of self-serve or product-led growth and sales led growth.

And typically speaking, they tend to be pretty siloed on islands. And so what happens is you either have this experience for the customer that’s fully self-serve, maybe a reactive support team, but pretty much self-serve. And then if you’re willing to buy the enterprise package, now you go through this like really human intensive experience. The SDR goes to the AE, goes to the account management team with implementation. And it’s like, it makes actually no sense if you think about it from first principles, why it would be such a

binary distinction between the two. And so I think a lot of companies are now realizing, you know, things like velocity sales or, you know, much more softer touch sales to still support the customer, but also get out of the way if they want to just like adopt and use. And so the team had already started to do some of that work, but it’s a lot of what I think about day in day out is how to blend the two in a more natural way.

John Jantsch (15:37.496)

Yeah.

Just get rid of a few of the acronyms, that would help, right? So have you found, and this may be a tough question for you to answer, you may not want to answer this, but have you found that the role that you’ve been brought into play is new and has that required a mindset shift because of the way the company’s grown, because of the company culture? Again, you don’t have to talk specifically about your experience as much as…

Shane Murphy-Reuter (15:45.353)

yeah.

John Jantsch (16:10.242)

I’m sure other companies have experienced those kind of growing pains too.

Shane Murphy-Reuter (16:14.465)

Yeah, it’s a great question. Like I think what a lot of companies are starting to realize is, and in my experience is that particularly technology companies are founded by technologists. And so a lot of the time they start self-serve, right? They go, well, we can just set up a signup link and people can just buy it. And then at some point a board member, somebody said, hey, you’ve got a bunch of larger customers here. You need to build an enterprise offering. They go and hire a head of sales from some enterprise company.

John Jantsch (16:25.612)

Yeah.

Shane Murphy-Reuter (16:42.591)

And that person brings a playbook and drops this like very classic sales experience on top of the self-serve base, creating this sort of siloed nature in this kind of like a, and so I think a lot of companies, there’s probably been about 10 years of evolution of that happening. A lot of companies have started to really feel the pain of those things being so disconnected. And so it is becoming more common.

John Jantsch (16:54.082)

Mm-hmm.

Shane Murphy-Reuter (17:10.305)

to bring in a person running all of go-to-market, particularly in companies where they have both experiences in their business for all the reasons that I described because in the traditional model of having maybe a CMO who runs the self-serve side and a CRO or head of sales who runs the sales side, that traditional model actually beds in the fact that these two things are on a silo. And so…

John Jantsch (17:35.054)

Sure.

Shane Murphy-Reuter (17:37.205)

I do think that it’s increasingly happening that whether it’s they just use the term CRO, it’s your tone, all of it, or a president of GoToMarket like I am, a lot more companies are doing it now.

John Jantsch (17:50.982)

I’m going to get you in trouble here probably. But do you think that the way that salespeople are incentivized really actually exacerbates that problem?

Shane Murphy-Reuter (18:02.387)

It’s a really great question. actually remember listening to Bill Macias on a podcast who was the, he was head of CMO at Slack. I think he was at Zendesk, like kind of a goat in the industry. He talked about, I think it was at Slack bringing in for the sales team that part of their compensation was linked also to a customer satisfaction of the sales process. And so anyway, I just thought I’d share that. But yes, I do think that there is a, there is a.

I think in the more enterprise end of sales, having incentivization to ensure that, you know, the sales team do a good job of maximizing the revenue potential is important. So like, if I’m not incentivized, what I’ll do is I’ll say, yeah, okay, well, maybe I’ll maximize the discount that I give, or I’ll say, I won’t try and bother some multi-product sell. I’ll just say, just get them in and on this one product. And so in certain instances, you do want incentives for the sales team to

John Jantsch (18:50.968)

Yeah, yeah.

Shane Murphy-Reuter (19:01.761)

push for the largest value sell as possible and incentivization around with commission structures, et cetera, can be important there. And so, for example, at Calendly, our enterprise sales team absolutely are commission-based and I think that’s the right approach. In a more velocity sales model that I mentioned before where it might be lighter touch, you’re semi-helping the customer like a support, right? You’re answering questions, you’re doing somewhat of a value sell but not the full thing.

you, you, do think that you want to be very careful not to have like a traditional model. And so for example, I currently, we don’t write their more salaries. And so I think you just need to apply the right incentive structure based on what, what are you trying to incentivize these people to do? And, and, and so I do think that there is a place for it as I mentioned, but maybe not across the board on a sales team.

John Jantsch (19:58.75)

All right. Let’s end today on a product question. I think this might be a record. think we’re 20 minutes in exactly. And I’m the first mention of AI. So how is AI going to impact the product from what you know so far?

Shane Murphy-Reuter (20:16.935)

Yeah, that’s a great question. I mentioned that we believe this is an opportunity to innovate in the relationship management software space for SMBs and solopreneurs, know, the smaller companies. One of the reasons that up until now, it’s been difficult to build this type of software for those customers is that typically those software types of software need like an army of operations people to set them up and manage them like

If you talk to companies, have Salesforce or Marketo or any of these, there’s like, there’s like job boards of like, you know, kind of, all these ops to manage these tools. And so if you’re at SMB, that’s really challenging, right? The beautiful thing is that we’re going to start entering the space just as AI is getting to the point where they can start automating a bunch of the, used to be, take a lot of operational, time and effort. And so.

John Jantsch (20:45.314)

Yeah.

Shane Murphy-Reuter (21:12.033)

You can imagine a world where like, you know, today, a CRM, even in most cases, still looks like one of these sort of like databases, right? Line items of people or whatever. Exactly. Right. And why does that exist? Because it was a record keeper. It was just a database, right? In the world of AI, that all happens automatically. Now a CRM or relation management software can be actually about surfacing the insights and actions of things that can truly lead to you creating better relationships. And so I think.

John Jantsch (21:18.722)

Yeah, it’s just a relational database, right?

John Jantsch (21:25.422)

the

Shane Murphy-Reuter (21:41.601)

I think it’s a beautiful time for any company that we start thinking about innovating into a new space because you have a blank sheet of paper to define the way you interact with this product in an AI first way, which I think the incumbents are going to really struggle with. And that’s why a lot of the incumbents are doing the co-pilot thing, right? We’ve got this chunky, hard to use software. So how we use AI will give you a clip.

John Jantsch (22:00.589)

Yeah.

John Jantsch (22:04.162)

Right.

button.

Shane Murphy-Reuter (22:10.517)

to help you to figure out how to use a really hard software. Well, the other way you could do it is actually design it from first principles in a way that’s really easy to use. And so anyway, we think that there’s a huge opportunity there. And for sure, our product roadmap from here is like AI first. And we are trying to think about everything from that lens.

John Jantsch (22:28.142)

Yeah.

Well, Shane, I appreciate you taking a few moments to stop by the Duct Tape Marketing Podcast. Is there anywhere you’d want to invite people to connect with you? I know obviously Calendly is where they can find out about the product, but anywhere you like to hang out?

Shane Murphy-Reuter (22:45.117)

LinkedIn is the best one. I used to be in other places, but I think we can safely point people to LinkedIn for now.

John Jantsch (22:51.692)

Yeah, awesome. Again, appreciate you stopping by and hopefully we’ll run into you one of these days out there on the road.

Shane Murphy-Reuter (22:56.893)

Thanks so much, John. It was a pleasure.

The New SEO Playbook for Business Growth

The New SEO Playbook for Business Growth written by Jarret Redding read more at Duct Tape Marketing

The Duct Tape Marketing Podcast with John Jantsch

Duct Tape Marketing Podcast Cover Art John Jantsch

In this episode of the Duct Tape Marketing Podcast, I do a solo deep dive into the fast-changing world of SEO and what it means for small businesses, marketing consultants, and agencies alike.

Is search engine optimization (SEO) still worth it? What do zero-click searches and AI content mean for your online strategy? If you’ve seen a dip in organic traffic or keyword rankings lately, it’s time to stop panicking and start rethinking your approach. I unpack a new, modern SEO framework designed to boost search visibility, attract high intent traffic, and drive real business results.

Whether you’re focused on local SEO, creating strategic content, or looking to optimize Google Business Profile, this episode gives you an actionable blueprint to level up your SEO for small businesses.

Key Takeaways:

  • SEO Isn’t Dead—It’s Just Evolved
    Dwindling clicks and changing algorithms mean we need a new playbook—one focused on search presence, not just keyword rankings.
  • Zero-Click Searches Are the New Normal
    With Google answering questions right on the SERP, it’s time to pivot from traffic obsession to meaningful brand authority and engagement.
  • Think Visibility Over Rankings
    Use tools like Google Search Console to measure click-through rates, branded search growth, and query diversity—not just top 10 positions.
  • AI Content is Your Friend (If Used Right)
    From ideation to FAQs, leveraging AI for SEO content helps scale your efforts—just don’t lose your brand’s voice and strategy.
  • Content Clusters Beat One-Off Posts
    Learn how to build content clusters for SEO that support the buyer’s journey and amplify your content optimization efforts.
  • Double Down on Local
    Optimize Google Business Profile like it’s your homepage. Publish content, post updates, and answer local FAQs to improve local SEO.
  • Focus on Intent-Based SEO
    Create strategic content that maps to real customer intent, not just search volume. Use the marketing hourglass to guide content across each stage of the journey.
  • Backlinks Should Build Brands
    Forget shady directories. Use podcast backlinks, PR, and industry partnerships to grow brand authority and earn trust.
  • Say Goodbye to Vanity Metrics
    It’s not about traffic anymore—it’s about SEO reporting that drives results like leads, engagement, and conversions.

Chapters:

  • [00:09] Introduction
  • [01:52] Search Presence and Visibility
  • [04:10] Embracing AI for Content
  • [05:59] Local Search Isn’t Going Anywhere
  • [08:29] Prioritize Intent Based SEO
  • [11:06] Link Building
  • [13:58] Long Tail Queries

John Jantsch (00:01.272)

Hello and welcome to another episode of the duct tape marketing podcast. This is John Jantsch and no guests today. I’m going to do a solo show. I’m going to talk about a topic that I’m seeing a lot of angst around. A lot of people asking questions. You’ve got people saying it is dead. You’ve got people saying, no, it’s not dead. It’s just changing. I’m talking about search engine optimization today. SEO. SEO has been a marketer’s friend.

I mean, you think about that somebody who wants to buy something goes out types into Google, lands on your website, right? a lot of people are seeing that Google’s changing the way that they’re returning search. You got this thing called zero click, which basically means that Google’s giving them all the answers on the Google homepage and no reason to click away to your website to find the answer. you’re getting AI overviews, that truly outline.

Lots of options for the answer. And so what people are seeing is a dramatic drop in organic search to their websites. But here’s the thing I’ve noticed. A lot of that traffic wasn’t very useful anyway. It was people looking for answers to things, how to do things. They weren’t looking to buy something from us. They just wanted to find the content and hey, marketers were more than happy to produce the content. So don’t panic.

they, the, the drop in traffic, if you’ve seen it, doesn’t mean that SEO is dead. it does definitely mean that there needs to be a new playbook. kind of the, the, I’m going to go over, I think five or six, kind of approaches that I think, I can’t remember how many years, five, no, six, six approaches that I think we need to be thinking about taking, right now. So, and I’m going to kind of do old SEO versus new SEO, just to kind of frame each of these approaches. So.

The first one is we need to get away from this idea of keyword rankings. That was like the big thing. That was the holy grail of SEO was, you on page one for X amount of searches? What we need to think in terms about now is search presence and visibility, right? So the old way was track a fixed list of 10 to 20 keywords, try to get just obsess over getting page one rankings. And a lot of people did that by writing thin

John Jantsch (02:24.974)

kind of over-optimized content that was the only goal was to rank. So the new model is to think in terms of total impressions, not just the top 10 spots, because today’s search is not a three-word, four-word search. It’s a long phrase, you know, what we used to call long tail searches. And so…

Having a lot of that high intent long-term search is still okay, even if you are not ranking for page one for that thing you really want to rank for. Google Search Console, I’m going to mention it a bunch of times, is a tool that you should get to know. You should get really friendly with because it’s got a lot of the answers to what we need to be doing today. Measuring click-through rate, which is something that is a metric inside of the Google Search Console.

to look at branded search growth and what is called query diversity, meaning you’re ranking for lots of things. Like one page might actually not rank highly for a high intent search, but it might actually rank for 30 or 40. I’ve seen some 100 different types of searches that are the kinds of things people are putting in. They’re not putting them in in any volume, but they still add up to a lot of traffic to a specific page. And when you start then saying,

that traffic coming to this page is getting X click through rate because people are actually looking for my brand. That’s a much, much better way to think in terms of, of search presence and visibility. So let me give you a tactic example. Use Google search goals. Use Google search console to identify hundreds of low impression, long tail queries, like I’ve been talking about, and then build content clusters.

groupings of blog posts around those and then you can measure growth and not just not just rank and position. All right number two. Don’t worry if some of this starts to get technical we do it all for you. So if I’ll give you an option we’ve created something we call the search visibility system which is our new approach to SEO. So I want to let you know we know how to do it in case you want us to do it for you. How’s that? But everything I’m talking about you

John Jantsch (04:43.982)

can figure out and do yourself. So number two, we’re going to have to embrace AI for content. I think that’s just a given. There are some things that it does far better than humans, but we have to do it carefully because your brand, your stories, your case studies, your voice, your tone, all of that is you. That’s the human part of it. But there’s a great deal of the research of the ideation that can be done and should be done, quite frankly, using these tools.

You know, tools like chat, GPT, you know, Jasper, you know, is another one for content as well. You’re going to put on the strategy, the trust building, you’re going to, you’re going to do the UX still. You’re going to how it looks is going to be up to you. The readability is going to be up to you, but the ideation creating outlines. tell you one thing that is awesome at doing is FAQs. So any content that you produce, anything that you read, you can actually produce the FAQs.

You can answer the FAQs in your voice, in your tone, actually with your brand. Put your brand into those and you start when people start saying, what’s the best brand for X? You’ll start to see some traction around that.

So instead of writing 50 blog posts, one detailed guide on a real, you know, client interview, then use AI, spin that into FAQs, videos, Google business page content. Don’t worry. You know, if you have to write strategic content and then you do that with it, it’s going to pay so many more dividends than just writing those 50 blog posts.

All right, if you are a local business, meaning most of your business comes in a town, in a community, this is definitely for you.

John Jantsch (06:36.546)

That search isn’t going away. That search, if somebody is in a town and Google knows they’re in a town searching for a certain type of product or service, a very high intent, let’s say you’re a remodeling contractor, somebody says best remodeling contractor, they don’t even have to put the name of their town in there, Google knows it, right? So doubling down on local and reputation SEO is going to be extremely, extremely important moving forward. Maybe it’ll go away in two years, but right now.

is going to be extremely important for local businesses. So treat your Google business profile, not as a listing, but really more like a publishing platform all by itself. It gives you tremendous opportunity to publish your reviews, obviously they go there, but also a blog post or just little snippets of things, know, little abstracts of your blog posts, images can be put there. So think about it as more like a

a publishing platform. that ought to be, you ought to pay as much attention to that, if not more sometimes than your own website, quite frankly. Build content that answers local questions. Look at what people do. When you search for one of these terms for your local community, look underneath there at what people also ask, questions that people also ask. So again, going back to the remodeling contractor, what’s the best

countertop, you know, for kitchens today or something somebody might ask. Well, they’re also going to be under that six or seven other questions that people ask. Your FAQ should be addressing all of those. can put them in your Google business page. They don’t care what you publish there. Optimize, you know, location pages, structured data, citations, all the things that that help you show up when people say near me, you’ve probably done that kind of search, right? Mexican restaurant near me. That that all happens.

You know, some of its proximity, obviously, if it is near you, that’s going to show up. But, you know, for other categories, I mean, there are thousands of restaurants, right? But for other categories, maybe it’s an estate attorney or something. Well, there aren’t thousands of those in a community. So you can do a lot over and above proximity by really focusing on that.

John Jantsch (08:54.624)

If you are working with an agency, they better be thinking, asking you about review acquisition, about responding to Q and A’s, about publishing weekly updates and posts on your Google business profiles. I mean, that’s, if you’re doing it yourself, that needs to be your kind of weekly checklist. All right. Number four, prioritizing intent based SEO over volume based SEO. Okay. What do I mean by that?

intent base is clearly a search somebody puts in when they’re looking to buy. mean, that is different than a search when somebody’s trying to say, you know, what’s the safest car I could buy? That’s just kind of those things, you know, lots of volume for them, but it doesn’t necessarily mean that they’re looking for, you know, your particular product or service. So, you know, the bottom line is, regardless of what any SEO company tells you, mean, traffic doesn’t matter.

Unless it leads to trust, engagement and conversion. That’s what you need to worry about. So high intent traffic is certainly competitive, but you know that if you spend your time and effort there, it’s more likely to turn into conversion. So what we do when we work with folks is we want to map all kinds of content to the customer journey. for us, we use something called the marketing hourglass. You’ve probably heard me talk about it as seven stages, no like trust.

Try by, repeat, and refer. And the thing about those stages is those are behaviors that people go through when they’re trying to find a business and engage with a business and then actually do business with that business. And so what we know is that their objectives at each of those stages, their questions at each of those stages, the challenges or what they’re trying to accomplish at each of those stages, it changes. And so should your content.

Make sure that you are not just producing content that gets people to find you, but once they find you, it builds trust. It actually allows them to try maybe what it might be like to work with you or to understand your business, to understand your culture at your organization, all the things that they’re going to lead to them kind of checking those boxes and getting their questions answered at each of those stages. So.

John Jantsch (11:12.066)

build a service page for what you do, but then also create a supporting blog post, a case study, an FAQ. Certainly make sure that you have CTAs on those, calls actions, book a call, whatever it is. All of it optimized for intent. All of it focused on that person that if they land there, there’s a pretty good chance that they’re looking to buy. And that’s different than somebody that you’re just trying to rank for some term that gets you traffic.

So it’s a different mindset in the content that you focus on building. Again, we’ve gone through about a decade period of content for content sake to try to get eyeballs. And now what we’re trying to do is understand the journey that people are on. Link building is number five. It certainly was an aspect, is an aspect still of SEO. Anybody who talks to you about SEO is gonna talk about backlinks or link building. But instead of thinking about link building,

I think we need to reframe that as brand authority building. know, the way people used to do it before was guest blog posts or shady directories that they’d be in or even cold outreach. I mean, I get it all the time. People writing saying here, link to me for whatever reason. So the whole focus was volume, right? Volume of backlinks. The truth of the matter is now,

Google doesn’t even pay that much attention to backlinks, particularly the ones that it doesn’t see as very authoritative. So you’re have hundreds of backlinks and they may view 20 or 30 of them as being valuable at all. So putting effort into just getting random volume of backlinks is something that’s been going away for years, but it’s just absolutely silly now to do because it’s a waste of time. In fact, it may even send some negative signals.

So the new strategy is all about earned media, podcast guesting, PR partnerships, strategic relationships with related industry players. That’s the type of thing that is going to really be a valuable backlink. I post, I publish a podcast, right? Every guest that comes on my podcast, I link back to their show. give them, if they tell me some freebie they have, I’ll probably link back to that.

John Jantsch (13:33.566)

It’s branded because we mentioned their name. We mentioned the company name quite often in that. so that type of backlink is probably the most valuable backlink you can get. A bonus is that we give, I mean, the podcast gets some exposure. Maybe they actually get a client because they heard them on that. It is amazing content. You can take that content from being a guest on a blog or on a podcast and you can republish it. You can cut it up into a hundred social media snippets. So

It is, um, it is the number one, um, backlink that, that I think you should, uh, really be trying to acquire and just to cold out, uh, um, pitch here, I think so strongly of it that I actually own a podcast booking, uh, service. So if you want to get on some podcasts, podcast bookers.com would be an option for getting these types of backlinks that I talked about. And frankly, you can get.

four or five podcast backlinks for the, you know, what somebody would charge you to get probably a bunch of dubious backlinks. So no more guest blog posting, get your clients interviewed on niche podcasts, you’d be on a podcast, get cited in the local news. look for these links that carry brand equity. Don’t worry about page rank or authority anymore. From that standpoint, it’s all about brand. All right. And then the last one, and this is really,

for agencies, but if you have an agency that you work with, know, vanity reporting is something that I think drives a lot of businesses crazy. You know, rankings, traffic, bounce rate, keyword movement. You know, these were all the things that sounded good. In some cases they looked good because they were going the right direction. But what did they amount to for you? So today, long tail queries, your search impression growth.

is now more important. So collectively, what are all the impressions that you’re getting? Your click-through rates by intent category, branded versus non-branded, but particularly branded click-through rates, you want to improve those. You want reporting on those because those really tell the story that you are actually getting the right kind of traffic. Obviously, leads, engagement, email opt-ins, form submissions, phone calls,

John Jantsch (15:56.118)

I that’s what you want to see grow, right? mean, because that’s a pretty darn good indication that there’s not only high intent, but that you’re going to actually get some conversion out of that. So if you’re an agency, I challenge you to start showing clients their search visibility and trust indicators are growing and not just whether they rank for plumber in their city. So those are my…

six, was speaking to both businesses and agencies there because a lot of businesses hire agencies. So if any of this made sense, but you’re thinking, great, how do I do this, John? Happy to help you. Love for you to ask us about our search visibility system, which no shocker here is built around strategy first. So there’s no sense in creating any kind of

visibility or SEO play, you know, without actually building that on a solid foundation of what you’re, you’re who you’re trying to attract, what you do that’s different, your core brand promise, all those things have to be built around that. And then no matter what you have to have content. So we’re going to help you build not only helpful content, but we’re going to help you build these content clusters as we call them or hub pages. You’ve got to

If you’re local business, you definitely need to focus on Google business and your local SEO optimization becoming more important than ever. We, I love Google search console and I think there are so many, it’s the most underutilized tool. It’s free. And it’s the most underutilized tool. And there are so many nuggets and insights that you can gain from there. So we definitely mine that.

to really direct a lot of what we do and then really work on your reputation, authority building and give you reporting that’s actually going to tell an accurate story. if you’re listening to this and you want to know more, it’s just John at ductapemarketing.com or just visit our website. You can book an appointment with.

John Jantsch (18:03.7)

somebody that can really kind of walk you through what strategy first looks like, how we’re employing AI as part of all of this. And, and maybe, this idea of how to think differently about SEO. you’re an agency, this is something that we teach and licensed to a lot of agencies as well. So hopefully that was useful for today. I’m going to actually be harping on this idea. In fact, I’m going to do a full show on Google search console, as well. So you might want to tune in for that. So.

Thanks for listening. Love those reviews. Love any feedback. It’s just John at DucktapeMarketing.com and hopefully we’ll see you one of these days out there on the road.

How Small Businesses Can Use AI (Without the Hype or Overwhelm)

How Small Businesses Can Use AI (Without the Hype or Overwhelm) written by John Jantsch read more at Duct Tape Marketing

Cut the Noise: A Practical AI Guide for Small Business Owners

AI is everywhere, and if you’re a small business owner, you’re probably wondering: “How do I actually make this work for my business without adding complexity or draining my budget?” Here’s a quick checklist.

You’re not alone. Many small businesses are stuck between the fear of missing out and the fog of too many tools. This guide simplifies what matters most, with a practical, no-fluff approach grounded in the Duct Tape Marketing system. Let’s break it down.

Table of Contents

  1. Why So Many SMBs Feel Stuck on AI
  2. Where AI is Actually Moving the Needle
  3. Don’t Fall for These Shiny Promises
  4. The Pitfalls That Sneak Up on You
  5. A Smarter, Simpler AI Approach (The Duct Tape Way)
  6. Final Word: AI That Builds Real Business Value

1. Why So Many SMBs Feel Stuck on AI

Small business owners aren’t short on ambition—they’re short on time and clarity. The AI space is filled with promises, but most of the tools are built for enterprises, not everyday businesses. What most small businesses need isn’t innovation for innovation’s sake—they need practical, working solutions that deliver results now.

2. Where AI is Actually Moving the Needle

Making Your Team Faster (Without Hiring)

AI tools like ChatGPT and Claude act like digital assistants—enhancing productivity across your team. Whether it’s writing content, summarizing notes, or handling repetitive tasks, these tools can reduce time spent and free your team up to focus on value-added work.

Content, Messaging, and Consistency at Scale

With the Duct Tape Marketing system, consistency is key. AI can help maintain a steady drumbeat of content across email, blogs, and social media. The goal isn’t full automation—it’s to give your team momentum by eliminating the blank page problem.

Automating the Mundane to Free Up Strategy

When AI automates low-level, repetitive work, it creates room for high-level thinking. That means you can finally focus on refining your customer journey, building better campaigns, or improving your referral engine—core pieces of a successful marketing system.

3. Don’t Fall for These Shiny Promises

The “Magic Robot That Runs the Business” Fantasy

Fully autonomous AI agents aren’t ready for prime time. Many small businesses get lured into the promise of set-it-and-forget-it systems. These usually result in wasted money and fragmented operations.

Strategy-Free Automation

Without a clear understanding of your target audience and customer journey, AI just makes mistakes faster. Strategy must come first. Tools should serve the strategy—not replace it.

4. The Pitfalls That Sneak Up on You

Tool Overload and Decision Fatigue

Jumping from one new AI tool to the next leads to inconsistency, confusion, and diminished ROI. You don’t need more tools—you need better systems that use fewer tools, more effectively.

Data Chaos

Most AI tools rely on clean, structured data. If your customer data is a mess, your AI output will reflect that. Take time to clean and centralize your data first—it’s the foundation for success.

AI Without a Marketing Strategy

Even the best tech won’t save a broken funnel or confused messaging. Align AI with a strategic foundation: clear ideal client personas, messaging that resonates, and a defined marketing hourglass.

Content That Loses Your Voice

AI can write, but it can’t replace your perspective. Automated content that lacks authenticity erodes trust. Use AI to assist—not author—your brand voice.

5. A Smarter, Simpler AI Approach (The Duct Tape Way)

Lead with Strategy

Before you start testing tools, nail down your strategy. Who’s your ideal client? What problems do you solve? How do people find you today? Strategy informs every AI decision that follows.

Focus on One Use Case

Don’t try to transform your business overnight. Start with one job that AI can handle: writing emails, summarizing meeting notes, or transcribing content. Solve one pain point, prove it works, then expand.

Create Repeatable Workflows

Turn your AI wins into systems. Document the steps. Assign roles. Train your team. The goal is consistent execution—whether it’s Monday morning or Friday at 4:30 PM.

Invest in Training

Buying a tool isn’t the same as knowing how to use it. Run internal training, create prompt libraries, and give your team time to practice. The faster they master it, the more ROI you’ll see.

Keep the Human Filter

Review everything before it ships. Especially customer-facing content. AI can get you to 80%, but your brand depends on that final 20%—the polish, the tone, the truth.

6. Final Word: AI That Builds Real Business Value

At Duct Tape Marketing, we believe tools should support strategy—not distract from it. AI is no different. When integrated into a proven marketing system, AI can amplify your strengths and streamline your operations. But when added haphazardly, it becomes just another distraction.

The key to making AI work for your business isn’t complexity—it’s clarity. Get your fundamentals in place. Choose tools that align. Build processes your team can own. Then let AI help you do more of what already works.

Want help building a marketing system that makes AI practical, profitable, and sustainable?

Let’s talk about installing the right system for your business.

Win by Focusing on Your Core Users

Win by Focusing on Your Core Users written by Jarret Redding read more at Duct Tape Marketing

The Duct Tape Marketing Podcast with Shane Murphy-Reuter

In this episode of the Duct Tape Marketing Podcast, I interviewed Shane Murphy-Reuter, President of Go-To-Market at Calendly. Calendly, best known for revolutionizing scheduling software, is now redefining its space by expanding deeper into relationship management and SMB tools without losing sight of its core value: simplifying time.

During our conversation, Shane shared the behind-the-scenes strategy behind Calendly’s evolution—from a simple time management tool to an intelligent, AI-powered business automation platform. As the company scales, its unwavering focus on serving solopreneurs, SMBs, and customer-centric roles like sales and coaching has set it apart in a saturated SaaS market. Shane emphasized the importance of aligning sales, marketing, and customer experience—a key piece of Calendly’s GTM strategy that supports sustainable SaaS growth.

Key Takeaways:

  • Customer Obsession Wins: Calendly’s success is rooted in its deep understanding of time-sensitive professionals like coaches, therapists, and salespeople—its most fervent users.

  • Grow Without Diluting: Rather than chasing every trend, Calendly avoids becoming a “one-trick pony” by strategically expanding within its strongest customer base.

  • Enterprise Can Still Be Personal: Even as it moves into enterprise scheduling, Calendly maintains the simplicity and flexibility that made it popular with individuals.

  • Smart Product Expansion: By anchoring new offerings in its scheduling core and enhancing them with AI, Calendly innovates while staying true to its mission.

  • Blending Sales Models: Shane discussed merging product-led growth with a tailored sales approach—ensuring that customers get value whether they click “buy now” or engage a sales rep.

  • Category Creation + Innovation: Calendly isn’t just a tool; it’s shaping how modern professionals manage relationships and time—key pillars of any successful business.

Chapters:

  • [00:09] Introducing Shane Murphy-Reuter
  • [00:51] Extending Your Core Business
  • [04:47] How Hyperfocus Protects Your Business
  • [06:51] Find your Unique Advantage
  • [10:28] Messaging for Clients with Different Needs
  • [15:05] Shifting Mindset to Deal with Growth
  • [17:00] Incentivizing Sales Teams
  • [19:00] How Will AI Effect Scheduling Software

More About Shane Murphy-Reuter: 

  • Check out Shane Murphy-Reuter’s Website
  • Connect with Shane Murphy-Reuter on LinkedIn

John Jantsch (00:00.93)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Shane Murphy-Reuter. He’s the president and go-to-market. I guess you just call that GTM, don’t you? At Calendly, the platform helping individuals, teams, and organizations create better meeting experiences by simplifying complex scheduling. He’s focused on driving brand awareness and demand by ensuring alignment between sales.

marketing and CX. So Shane, welcome to the show.

Shane Murphy-Reuter (00:32.607)

Great to be here. Yes, we shorten it to GTM, but call it whatever you want. Yeah, no, it’s awesome to be your big fan of the show. So great to talk.

John Jantsch (00:41.07)

Thank you. So I’m going to talk about, I’m going to ask this question in the context of Calendly, but I think that this applies really to a lot of businesses out there. I Calendly started as a small idea of a technology for scheduling, just scheduling. And it’s certainly grown to something much bigger. That’s something that I think happens to a lot of companies you want to talk a little bit about. I know you’re

You haven’t been there from the beginning, but you want to talk a little bit about the evolution of that thinking in Calendly?

Shane Murphy-Reuter (01:13.087)

Yeah, of course. Well, I’ve actually only been at Calendly now, I think four months. I like to write it down, know, the expectations are lower. And so, yeah, I haven’t seen the journey from inside, but actually I’ve known Tope for, who’s the CEO of Calendly for about five or six years. You know, I’ve been very much watching it from the sidelines. And I would say also, if you look at my background, the companies that I tend to join are at a very similar stage to Calendly where

they’ve invented some new technology to solve some sort of pain point for a customer type and then have that exponential growth when they sort of like crack the market a little bit to get that product market fit. And then they start to think about, where maybe growth is starting to slow a little bit in that original market and where to go from here. And I think Calendly has been on that journey. Originally,

John Jantsch (01:51.778)

Mm-hmm.

Shane Murphy-Reuter (02:03.561)

we solved just that scheduling problem, that one problem around how do two people schedule meetings together. And it’s been very, very successful. But now the question is, well, how do you extend from here? And I think a lot of companies get that wrong, frankly. Like think there’s broadly two paths, right? You either take the technology that you’ve built and apply it to different markets.

John Jantsch (02:28.077)

Yes.

Shane Murphy-Reuter (02:28.409)

Or you take a target market or a customer segment that you have strength with with your original product and then extend the product offerings that you provide to those customers. And certainly, Canley’s strategy from here and hopefully very, very soon we’ll be launching our second major, major product is to really extend the products that we offer within a certain target market because we just believe there’s massive opportunity there to like.

solve other points in the relationship management lifecycle for our customers. it’s been, yeah, I’ve been here four months, but I think that the account is on like a pretty, classic journey that I’ve seen a lot of companies go through.

John Jantsch (03:07.394)

Do you, do you feel like you are on the journey to define a category or you have defined a category? You mentioned relationship management. I don’t know that people would have applied what, what Cowan Lee initially started doing to that term. mean, do feel like you’re, you’re categorizing, you know, a new way of working.

Shane Murphy-Reuter (03:24.641)

It’s a great question. think scheduling, our original product, we created the category, right? We are now basically the Kleenex for scheduling, which is amazing. I think the challenge though with it is different categories of different towns, right? Different total addressable markets. And I think for scheduling, it is a relatively narrow use case, right? Like it’s, while it’s extremely important for our customers, it’s narrow, but we have this incredible hook into the customer.

John Jantsch (03:28.034)

Yeah. Right.

Shane Murphy-Reuter (03:54.753)

How can we add more? And to be fair, I think for a go-forward strategy, we think about relationship management software more generally. No, I think the new areas that we’ll go into are existing categories like, I don’t want to give up our product roadmap, but you can imagine the types of other relationship management softwares that are out there, like the CRMs, et cetera. I think where our unique advantage is really in the customer types that we’ll go in service. And I think that we can

if we can build the software with hyper focus on kind of these SMBs and solopreneurs, I think that we can have great success relative to the incumbents that are in the market. So to answer the question more directly, I think we’ve done this category creation thing with scheduling and we’ll continue to hopefully dominate that market. From here though, I think it’s more about innovating within how we deliver in existing categories.

John Jantsch (04:52.974)

I’m sure you maybe talk about this in closed door meetings, maybe worry about it even sometimes, but how does a company like Calendar, especially in the early days when you essentially created a product that had a certain set of features and the Microsofts, the Googles of the world could easily squash that. You know, one day wake up and say, we’re going to do that. How do you kind of ward off that? do you worry about, again, I know you’ve grown to the point where,

You probably have more market share in scheduling than some of the big people that, you know, that could have done that. But do you ever sit around and worry about, Hey, we have to create more features or get more hooks in, so that we’re not just this one trick pony that gets squashed.

Shane Murphy-Reuter (05:36.421)

Yeah, that’s a great question. And for sure, I think if you look at it from the outside, you may imagine that something like scheduling is very, very easy to replicate. And I think this is where this hyper focus on your most fervent customers is so important. If you talk to the majority of our customers, their time is their money. A lot of them actually sell their time. If you’re a coach,

John Jantsch (06:03.032)

Sure.

Shane Murphy-Reuter (06:03.263)

you know, your therapist, et cetera. And then others are, if you’re in sales, like your time is how you get out there. And therefore an incredible scheduling experience is really important. So for sure, there are many competitors out there, lots of competitors, but because they just don’t have that hyper focus like we do around the true intricacies of the details of the problem set of our customers, they have not been able to compete. And for what it’s worth,

When we look at our data, for sure we’re hearing a little bit more about other competitors popping up as you would expect as any company scales. But in reality, it’s not impacted our business in the way that I think from the outside in you would expect. And so we actually think that we have a better opportunity to disrupt other incumbents than the other way around, given just how critically important this is for our customers. They’re not going to go and buy a slightly less

John Jantsch (06:53.304)

Yeah.

Shane Murphy-Reuter (07:01.419)

good product, they’re just not gonna do it, they want the best.

John Jantsch (07:04.962)

One of the things I’ve seen software companies do as they they grew is like, let’s take on this and this and let’s do email and let’s do the CRM part of it. And it makes a lot of sense, right? It’s like, I’ve got this end to end product, but then they make compromises in every single category because it’s very hard to have the one thing that fits all. mean, is there any danger you think in trying for somebody to actually start trying to take market share by adding

you know, more product that’s already out there and actually diluting what they’re good at.

Shane Murphy-Reuter (07:37.345)

is an absolute risk and one that you need to be extremely careful of. So every company I’ve worked at as we’ve gone on this multi-product journey, there is a constant debate around how much resource should you put into continuing to improve your core product versus how much should you put into new innovative areas. So it is a debate and we will never stop innovating on our core of scheduling. I do think though, as you think about like,

the product areas that you move into, the question has to be, what’s your unique advantage to win there? And I don’t like, I’ve seen companies just sort of go, we’re just going to go in there, we’re going to build in and say, well, okay, well, you really thought about the strategy and it can’t just be like a price thing, right? That’s not enough. And I think typically that unique advantage tends to come from, as I said before, one either is some sort of technology advantage that you have.

John Jantsch (08:12.792)

Yeah.

Shane Murphy-Reuter (08:33.375)

I’ll give an example of Webflow where I worked last. Webflow’s unique technology advantage was that built a way for you to manipulate code in a visual environment. Very easy for them to take that technology and move it beyond just building websites into how you build other types of technology. They have a technology advantage they can apply to different markets. For Calendly, think the reason Calendly has been so successful are two things. One,

I do think that we have a unique penetration within a type of customer that I mentioned before, that we really understand and can, as we go into these new areas, make sure that we’re addressing their unique needs for a new product. like cars, right, before it used to be Model T, any color you want as long as it’s black, which is fine when you’ve got a technology advantage like Henry Ford had. He had a technology advantage, so you mass market it.

John Jantsch (09:24.27)

you

Shane Murphy-Reuter (09:30.205)

Now that’s crazy because that technology advantage no longer exists. You have every million type of car for different types of very specific segments of the market. And so as we think about our go for product strategy, think some of it, I wouldn’t say we necessarily have a technology advantage, but I think that we have a data advantage in being so hooked so clearly into the customer’s most important thing, which is their time and the data around that.

And then we have a unique advantage, I think, in making sure that when we build those new product areas, they’re beautifully connected and integrated with scheduling and that we build for that segment. And we don’t try and build the Model T, we try and build a very, very, very tailored experience for the customer set that we know that we have the greatest right to win in. And for what it’s worth, we also believe that the incumbents in the relationship management software market have left that market behind. And so I think there’s a…

great opportunity for us to win. But back to the original question, yes, of course we need to balance and make sure that we’re not under-investing in our core. I use the phrase internally at companies that if you kill the cash cow, nobody gets milk. And so, yeah, you want to make sure that the core business, which is for us scheduling, continues to, we continue innovating.

John Jantsch (10:55.394)

One of the things that’s really tempting as companies grow to the size that Connolly has now, I mean, some of your original customers clicked on a button, signed up. It was just them in their house doing scheduling and it worked for them. It was awesome. It was easy, no friction. And now you’re starting to have enterprise con. That security and adoption and uptime and all these kinds of things really have to be sold.

How do you message first off? Let’s let we can talk about operationally as well, but how do you message to such distinctly different sales channels?

Shane Murphy-Reuter (11:38.185)

Yeah, it’s a great question. I think about this through two different lenses. The first one is obviously the who you’re going after. And for what it’s worth, typically in enterprise companies, particularly for a company like Calendly, the user within that company tends to test it out first. And the user is the person that has that problem. So a salesperson within an enterprise company will go, this is really painful scheduling.

John Jantsch (12:00.429)

Mm.

Shane Murphy-Reuter (12:06.625)

I’ve heard by Cano, you’ll go check it out and they’ll come in through our PLG funnel, our self-serve funnel. And there, how you sell to them and the message for them is extremely similar as the message to a solopreneur and SMB because they are the user, they have this actual direct pain of the product solves. And so I think that when, in a lot of ways that is consistent. Now, of course, if you’ve got that person in your funnel, right, who is the user within an enterprise,

Your job now is to use other channels to go and directly target the procurement team, the security team, the actual economic buyer with very targeted messaging. This is typically through a sales team. We can also be using things like account-based marketing to go do that so that you bring your enterprise value proposition to them. And this is classic in SaaS. This is why if you go to most SaaS websites, unless they are purely focused on the enterprise market,

the homepage will be very directed at the end user, and they will have an enterprise section which tells the full enterprise value proposition. And the price in the packaging, most of the packages are designed for the actual users, and they’ve got an enterprise package designed for those other people that you’re trying to sell to. I think it’s about, and finding the balance of that depends on your business and the degree to which it’s like your opportunities in the enterprise versus in the SMB.

John Jantsch (13:08.675)

Mm-hmm.

Shane Murphy-Reuter (13:33.409)

So I think you needed to do both, but I think my key point there is that even in the enterprises, are where you’re to get the adoption is getting a end user to love it because they end up becoming what we call in the, in sort of go to market, the champion. They’re going in, Hey boss, we’ve got to use this thing. Here’s how much time it will save me. If you don’t get the champion, if you don’t get that user to care, the

John Jantsch (13:50.894)

Sure.

Shane Murphy-Reuter (13:59.883)

Procurement team, the security team, they don’t give a shit. Oops, sorry, shouldn’t have said it. They don’t care. And so I think that’s the key thing that I think oftentimes people miss.

John Jantsch (14:09.402)

So is part of what you’ve been brought to do is build a sales team or is there already a sales team that’s on the ground?

Shane Murphy-Reuter (14:17.457)

Yeah, we already had a sales team. when I joined, Cal and Lee had already gone on the journey to build an enterprise product offering an enterprise sort of package and team. think what I’m trying to do is blend the self-serve and sales experience in a more natural way. So again, a lesson that I’ve had at pretty much every single company I’ve worked for in B2B has had a combination of self-serve or product-led growth and sales led growth.

And typically speaking, they tend to be pretty siloed on islands. And so what happens is you either have this experience for the customer that’s fully self-serve, maybe a reactive support team, but pretty much self-serve. And then if you’re willing to buy the enterprise package, now you go through this like really human intensive experience. The SDR goes to the AE, goes to the account management team with implementation. And it’s like, it makes actually no sense if you think about it from first principles, why it would be such a

binary distinction between the two. And so I think a lot of companies are now realizing, you know, things like velocity sales or, you know, much more softer touch sales to still support the customer, but also get out of the way if they want to just like adopt and use. And so the team had already started to do some of that work, but it’s a lot of what I think about day in day out is how to blend the two in a more natural way.

John Jantsch (15:37.496)

Yeah.

Just get rid of a few of the acronyms, that would help, right? So have you found, and this may be a tough question for you to answer, you may not want to answer this, but have you found that the role that you’ve been brought into play is new and has that required a mindset shift because of the way the company’s grown, because of the company culture? Again, you don’t have to talk specifically about your experience as much as…

Shane Murphy-Reuter (15:45.353)

yeah.

John Jantsch (16:10.242)

I’m sure other companies have experienced those kind of growing pains too.

Shane Murphy-Reuter (16:14.465)

Yeah, it’s a great question. Like I think what a lot of companies are starting to realize is, and in my experience is that particularly technology companies are founded by technologists. And so a lot of the time they start self-serve, right? They go, well, we can just set up a signup link and people can just buy it. And then at some point a board member, somebody said, hey, you’ve got a bunch of larger customers here. You need to build an enterprise offering. They go and hire a head of sales from some enterprise company.

John Jantsch (16:25.612)

Yeah.

Shane Murphy-Reuter (16:42.591)

And that person brings a playbook and drops this like very classic sales experience on top of the self-serve base, creating this sort of siloed nature in this kind of like a, and so I think a lot of companies, there’s probably been about 10 years of evolution of that happening. A lot of companies have started to really feel the pain of those things being so disconnected. And so it is becoming more common.

John Jantsch (16:54.082)

Mm-hmm.

Shane Murphy-Reuter (17:10.305)

to bring in a person running all of go-to-market, particularly in companies where they have both experiences in their business for all the reasons that I described because in the traditional model of having maybe a CMO who runs the self-serve side and a CRO or head of sales who runs the sales side, that traditional model actually beds in the fact that these two things are on a silo. And so…

John Jantsch (17:35.054)

Sure.

Shane Murphy-Reuter (17:37.205)

I do think that it’s increasingly happening that whether it’s they just use the term CRO, it’s your tone, all of it, or a president of GoToMarket like I am, a lot more companies are doing it now.

John Jantsch (17:50.982)

I’m going to get you in trouble here probably. But do you think that the way that salespeople are incentivized really actually exacerbates that problem?

Shane Murphy-Reuter (18:02.387)

It’s a really great question. actually remember listening to Bill Macias on a podcast who was the, he was head of CMO at Slack. I think he was at Zendesk, like kind of a goat in the industry. He talked about, I think it was at Slack bringing in for the sales team that part of their compensation was linked also to a customer satisfaction of the sales process. And so anyway, I just thought I’d share that. But yes, I do think that there is a, there is a.

I think in the more enterprise end of sales, having incentivization to ensure that, you know, the sales team do a good job of maximizing the revenue potential is important. So like, if I’m not incentivized, what I’ll do is I’ll say, yeah, okay, well, maybe I’ll maximize the discount that I give, or I’ll say, I won’t try and bother some multi-product sell. I’ll just say, just get them in and on this one product. And so in certain instances, you do want incentives for the sales team to

John Jantsch (18:50.968)

Yeah, yeah.

Shane Murphy-Reuter (19:01.761)

push for the largest value sell as possible and incentivization around with commission structures, et cetera, can be important there. And so, for example, at Calendly, our enterprise sales team absolutely are commission-based and I think that’s the right approach. In a more velocity sales model that I mentioned before where it might be lighter touch, you’re semi-helping the customer like a support, right? You’re answering questions, you’re doing somewhat of a value sell but not the full thing.

you, you, do think that you want to be very careful not to have like a traditional model. And so for example, I currently, we don’t write their more salaries. And so I think you just need to apply the right incentive structure based on what, what are you trying to incentivize these people to do? And, and, and so I do think that there is a place for it as I mentioned, but maybe not across the board on a sales team.

John Jantsch (19:58.75)

All right. Let’s end today on a product question. I think this might be a record. think we’re 20 minutes in exactly. And I’m the first mention of AI. So how is AI going to impact the product from what you know so far?

Shane Murphy-Reuter (20:16.935)

Yeah, that’s a great question. I mentioned that we believe this is an opportunity to innovate in the relationship management software space for SMBs and solopreneurs, know, the smaller companies. One of the reasons that up until now, it’s been difficult to build this type of software for those customers is that typically those software types of software need like an army of operations people to set them up and manage them like

If you talk to companies, have Salesforce or Marketo or any of these, there’s like, there’s like job boards of like, you know, kind of, all these ops to manage these tools. And so if you’re at SMB, that’s really challenging, right? The beautiful thing is that we’re going to start entering the space just as AI is getting to the point where they can start automating a bunch of the, used to be, take a lot of operational, time and effort. And so.

John Jantsch (20:45.314)

Yeah.

Shane Murphy-Reuter (21:12.033)

You can imagine a world where like, you know, today, a CRM, even in most cases, still looks like one of these sort of like databases, right? Line items of people or whatever. Exactly. Right. And why does that exist? Because it was a record keeper. It was just a database, right? In the world of AI, that all happens automatically. Now a CRM or relation management software can be actually about surfacing the insights and actions of things that can truly lead to you creating better relationships. And so I think.

John Jantsch (21:18.722)

Yeah, it’s just a relational database, right?

John Jantsch (21:25.422)

the

Shane Murphy-Reuter (21:41.601)

I think it’s a beautiful time for any company that we start thinking about innovating into a new space because you have a blank sheet of paper to define the way you interact with this product in an AI first way, which I think the incumbents are going to really struggle with. And that’s why a lot of the incumbents are doing the co-pilot thing, right? We’ve got this chunky, hard to use software. So how we use AI will give you a clip.

John Jantsch (22:00.589)

Yeah.

John Jantsch (22:04.162)

Right.

button.

Shane Murphy-Reuter (22:10.517)

to help you to figure out how to use a really hard software. Well, the other way you could do it is actually design it from first principles in a way that’s really easy to use. And so anyway, we think that there’s a huge opportunity there. And for sure, our product roadmap from here is like AI first. And we are trying to think about everything from that lens.

John Jantsch (22:28.142)

Yeah.

Well, Shane, I appreciate you taking a few moments to stop by the Duct Tape Marketing Podcast. Is there anywhere you’d want to invite people to connect with you? I know obviously Calendly is where they can find out about the product, but anywhere you like to hang out?

Shane Murphy-Reuter (22:45.117)

LinkedIn is the best one. I used to be in other places, but I think we can safely point people to LinkedIn for now.

John Jantsch (22:51.692)

Yeah, awesome. Again, appreciate you stopping by and hopefully we’ll run into you one of these days out there on the road.

Shane Murphy-Reuter (22:56.893)

Thanks so much, John. It was a pleasure.

SEO Isn’t Dead: The New Rules of Search in 2025

SEO Isn’t Dead: The New Rules of Search in 2025 written by John Jantsch read more at Duct Tape Marketing

SEO Isn’t Dead. It’s Just Finally Growing Up.

Why the smartest marketers are ditching outdated SEO tactics—and what to do instead.

Table of Contents

The Myth of “SEO Is Dead”

Let’s get this out of the way: SEO isn’t dead.

But old-school SEO? The keyword-stuffing, rank-chasing, guest-post-spamming kind? Yeah, that’s buried. Google has moved on. Your audience has moved on. Even AI has moved on.

Today, SEO isn’t about keywords. It’s about being visible where trust is built and decisions are made—in AI summaries, voice search, Google Business Profiles, Reddit threads, podcasts, and YouTube explainers.

The question isn’t “How do I rank #1?” It’s “How do I show up when it matters?”

Old SEO vs. New SEO: What’s Actually Changed

Keyword Rankings → Visibility & Intent

Old SEO focused on ranking for a short list of “money keywords.” But that doesn’t reflect how people search anymore. Today’s winning marketers are shifting to:

  • Search Impressions > Page-One Rankings
  • Branded Search Growth > Generic Volume
  • Click-Through Rate (CTR) by Intent Category

Pro tip: Use Google Search Console to find the hundreds of low-impression long-tail queries you’re already appearing for—and build content hubs around them.

AI Content at Scale → Human-Led Strategy

Yes, everyone’s using AI for content. But the winners are doing it smarter:

  • Use AI for outlines, FAQs, and first drafts
  • Layer in human experience, storytelling, and real examples
  • Prioritize E-E-A-T in every word

Pro tip: Record one real client interview → turn it into a guide → atomize into FAQs, videos, and Google Business posts.

Forget cold outreach and shady directories. Google—and AI agents—reward real-world authority.

  • Get interviewed on industry podcasts
  • Contribute to comparison roundups and bylines
  • Sponsor local events or niche trade shows

Pro tip: One Forbes mention or ListenNotes-ranked podcast carries more AI weight than 100 no-name backlinks.

Introducing the Search Visibility System (SVS)

Today, people discover businesses via:

  • Google’s SGE (Search Generative Experience)
  • ChatGPT, Bing Copilot, and Perplexity
  • YouTube, Reddit, TikTok, and even podcasts

The SVS helps you show up across ALL of those channels—not just Google.

The 7-Part SVS Framework

  1. Strategy First
    Map ideal clients and their real search behavior, including “People Also Ask” and AI-style queries.
  2. Visibility Audit
    See how and where you show up in AI-powered and traditional search.
  3. Helpful Content Hubs
    Build structured clusters using FAQs, TL;DRs, and “best of” lists.
  4. Local & Reputation SEO
    Google Business updates, Q&As, “Is [Brand] trustworthy?” pages.
  5. Digital PR & Authority
    Earned media, Reddit engagement, Wikipedia citations.
  6. AI Search Optimization
    Monthly monitoring of AI citations and structured content.
  7. Transactional AI Readiness
    Schema, clear CTAs, “Why Us” pages, AI-friendly formatting.

Zero-Click Search & AI Discovery: How to Show Up Without Rankings

Here’s the kicker: Not all visibility results in clicks. And that’s okay.

  • Google’s SGE often answers a question without linking
  • ChatGPT summarizes multiple sources
  • YouTube Shorts and Reddit get you discovered without a website visit

That’s why SVS prioritizes branded mentions, structured content, and syndication across platforms. You’re not trying to win a click. You’re trying to win trust.

What to Do Right Now

Ready to move into the new SEO era? Start here:

  1. Audit your current search presence using GSC, ChatGPT, Bing, etc.
  2. Build one content hub using long-tail query data + client conversations.
  3. Claim your local trust signals—Google Business Posts, Q&A, Reviews.
  4. Get cited or interviewed on niche podcasts or comparison blogs.
  5. Reformat existing content with summaries, Q&As, schema, conversational headers.

Final Word: Search Is Still Alive—It’s Just Smarter

If SEO feels broken, it’s because you’re playing by outdated rules.

The smartest marketers in 2025 are shifting from “rankings and backlinks” to visibility, trust, and intent-driven journeys. They’re blending SEO, PR, content, and AI-readiness into one simple strategy.

And that strategy is the Search Visibility System (SVS).

Want help installing the SVS in your business? Let’s talk.

Weekend Favs April 12th

Weekend Favs April 12th written by John Jantsch read more at Duct Tape Marketing

My weekend blog post routine includes posting links to a handful of tools or great content I ran across during the week.

  • Teamfluence is a B2B social selling platform designed to enhance LinkedIn-based sales strategies.
  • PhantomBuster offers automation tools to extract data and automate actions across various platforms, aiding in lead generation and outreach.
  • Replit is an online development environment that enables users to write, run, and deploy code collaboratively.

I don’t go into depth about the finds, but I encourage you to check them out if they sound interesting. The photo in the post is a favorite for the week from an online source or one I took on the road. These are my weekend favs; I would love to hear about some of yours – Connect with me on Linkedin!

If you want to check out more Weekend Favs you can find them here.

Bridging the Courage Gap in Your Business

Bridging the Courage Gap in Your Business written by Jarret Redding read more at Duct Tape Marketing

The Duct Tape Marketing Podcast with Margie Warrell

In this episode of the Duct Tape Marketing Podcast, I interviewed Dr. Margie Warrell, bestselling author, leadership coach, and global authority on courage and risk-taking. We unpacked the core ideas from her latest book The Courage Gap: Five Steps to Braver Action—a must-read for anyone navigating the often uncomfortable decisions that come with running a business.

From Fortune 500 boardrooms to small consulting firms, Margie has helped leaders overcome fear, self-doubt, and the imposter syndrome that hold them back from realizing their full potential. Our conversation explored the emotional triggers that prevent entrepreneurs from raising their rates, making bold decisions, or having tough conversations. Her advice? Business courage isn’t about fearlessness—it’s about action in the presence of fear. Whether you’re a solo entrepreneur or leading a team, closing the courage gap could be the difference between surviving and thriving.

Dr. Margie Warrell’s insights offer an actionable framework for overcoming fear, boosting your entrepreneur mindset, and leading with integrity. Bridging the courage gap could be your most powerful strategy for small business growth.

Key Takeaways:

  • The Courage Gap Is Real: The space between what you know you should do and what you actually do is often filled with fear and hesitation—not a lack of knowledge.
  • Bravery in Leadership Starts Small: Margie emphasizes that courage is like a muscle. Daily habits like journaling, exercising, and intentional pauses help strengthen it.
  • Pause or Procrastination?: Learn to distinguish between a strategic pause and fear-based delay. Clarity leads to action.
  • Imposter Syndrome Affects Everyone: While female entrepreneurs often face a unique set of challenges, courage gaps affect all leaders—especially when it comes to pricing strategy and self-worth.
  • Raise Your Rates With Confidence: Stop questioning your value. Consider what your service is worth to them, not just what you feel comfortable charging.
  • Move Through the Unknown: Waiting for certainty leads to stagnation. Small, courageous steps build momentum and inform your next best move.

Chapters:

  • [00:09] Introduction to Margie Warrell
  • [01:01] What is the Courage Gap?
  • [02:57] The Difference Between Fear-based and Strategic Pausing
  • [05:06] What Role Does Imposter Sydrone Play?
  • [09:48] Finding the Courage to Charge Your Worth
  • [12:15] Habits to Build Courage
  • [14:35] Dealing with Fear of Rejection
  • [17:10] Being Couragous Through the Unknown

More About Margie Warrell: 

  • Check out Margie Warrell’s Website
  • Connect with Margie Warrell on LinkedIn

John Jantsch (00:00.92)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Margie Warrell. From the outback Australia to Fortune 500 boardrooms, and the US Congress, Dr. Margie Warrell is a global authority on leadership, courage and navigating risk. Bestselling author, speaker and coach, she empowers people to make bold decisions. She’s also the host of a show like this called The Live Brave Live.

There go. I’ll get it right. Live brave podcast. We’re going to talk about her sixth book today, the courage gap, five steps to braver action. So Margie, welcome to the show. So are you living in Australia? No, you can’t be. It would.

Margie Warrell (00:38.333)

Great to be with you, John.

Margie Warrell (00:43.038)

No, I am living on the same terra firma as you. I actually live just south of Washington DC, in North Virginia.

John Jantsch (00:50.711)

Okay, I was gonna say it would be a terrible hour to be doing a podcast in Australia right now. Yes. So let’s start with the with the title of the book, The Courage Gap. What is it?

Margie Warrell (00:53.696)

It would, 5 a.m.

Margie Warrell (01:04.804)

Yeah, well, John, have you ever had one of those times where you knew there was something you should do? Like you knew you needed to have a conversation, you knew you needed to make a change and you needed to move someone out of a role or and yet you held back and you hesitated and you procrastinated and you rationalized and I can see you nodding. Well, you know, it is not a lack of knowledge that creates that gap between

John Jantsch (01:24.494)

Yeah, of course. Who has it?

Margie Warrell (01:32.936)

between what we should do and what we do. It is a lack of courage and that gap is widened by our fear. What will happen? What if this person gets upset? What if I mess it up? What if I lose money? What if I get it wrong? What if it’s really ugly and awkward and there’s a huge fallout? What will people say? What if I fail? And so our fear creates the gap between the actions we’re entirely capable of taking, holding someone to account.

you know, getting rid of someone out of your business because they’re not a fit, et cetera. Having a difficult conversation with your co-owner and what we actually do. And it takes courage to close that gap. But as I make the case at the start of the book, when we fail to take those risks, to make the change, take the chance, speak up, et cetera, we actually become more vulnerable to worse outcomes over time.

So the discomfort we’re trying to save ourselves, the thing we’re trying to avoid, we actually end up suffering way more over time and end up in a worse place. And it’s why, John, that most people, when I speak to them and I do a lot of speaking and run programs, and I’ll say, hey, who here can sometimes regret that they took too long to do a difficult thing? And most people go, yep, yep, yep.

John Jantsch (02:54.766)

Yeah. You know, I’ve, I’ve actually been in business 30 years. And so a couple of things I’ve learned over the years is every now and then you like go through that fear and you do the thing. And actually what happened was way less worse than you thought it was going to be right. And you, start banking that, but then there are also been times when I’ve paused and that was the right thing to do too. So how do you kind of like, how do you differentiate between fear-based procrastination and a strategic pause?

Margie Warrell (03:24.198)

Yeah, well, I think a pause can be very wise. That is just before plowing forward, stepping back, just re-grounding for a moment in like, okay, what’s going on here? Where are my emotions getting away with me? And I think recognizing there’s a difference between being brave and courageous and being reckless and foolhardy and impulsive and reactive.

I’m talking about considered action. And I think what you’re saying is that sometimes procrastination, but I would call it not procrastination. You’re not, know, oh, it’s all too hard. It’s actually saying, I’m just gonna just stop for a moment and consider things thoughtfully. I’m gonna try and get the emotions out of this. And as objectively as I can, think through the pros and cons short term and

far term of different courses of action and align with my values. What feels right for me? What has integrity here? What aligns with the kind of person, leader, business owner I want to be? Okay, now I’m going to move forward. And so there is a distinct difference. And I think practicing a pause is a lot of power in a pause. And I actually think that when we can stop the busy doing, doing, doing,

John Jantsch (04:46.296)

Yeah, yeah.

Margie Warrell (04:51.072)

and reconnect to who we’re being, which let’s face it, a lot of business owners really do. It actually high grades the actions we take. It’s like, ah, this is what I need to do. It actually can help us be way more effective than just sometimes scurrying furiously and going in circles.

John Jantsch (05:08.327)

So I’m going to probably wade into dangerous territory here. We’re going to talk about courage, you’re right. Is there a difference in this gap, real or perceived, between men and women? I’m a white male born in America. I think I’m entitled to everything. So why would I have imposter syndrome, right? I’m being somewhat facetious, but not.

Margie Warrell (05:11.774)

Okay, let’s go. Let’s go. And we’re talking about courage.

you

Margie Warrell (05:24.008)

Yes.

John Jantsch (05:37.038)

Is it much harder, say, for a woman to particularly, or somebody who doesn’t have the advantages that feels like that imposter syndrome is because they’re like, do I belong here?

Margie Warrell (05:51.838)

Yes, there is absolutely a difference, gendered difference in our experience of our circumstances, of ourselves, of our ability to navigate risk, what might feel risky. And let me just start by saying that this concept of courage, one, yes, it’s a trait. Some people naturally come out of the womb with just a higher tolerance for risk.

John Jantsch (06:09.934)

Mm-hmm.

Margie Warrell (06:20.464)

than others. And yes, there’s even there’s a gender element to that too. You know, I think of my sons like, Mom, look, no hands riding their bike down a hill and my daughter never did that. But yes, I mean, I’m generalizing, but I think there’s some truth to that. Men like sticking out at high adrenaline activities more so than women. So I think part of that might be nature, part of it nurture, we’re not going to debate that. But recognizing courage isn’t just choosing to take action in the presence of fear.

It is also the management of our fear. And often we have more fear than we need to have. So we have this magnified perception of risk. I could never do that. my God, that would be just terrifying. And actually you can do it. And it’s as only as terrifying as you’re making it to be like to start a business, to expand into a new market, to…

John Jantsch (06:55.926)

Mm-hmm.

John Jantsch (07:07.79)

you

Margie Warrell (07:12.34)

hold someone accountable, et cetera. And as you said before, sometimes we lay awake in bed, I’ll let this person go, I gotta hold them accountable. And then we do it, go, it wasn’t that hard, I should have just done it. But for women, and speaking as a woman, and I grew up in Australia, where I think there’s also a cultural difference in Australia as well to the USA, but I think women, partially because of our social conditioning, do struggle more with self-doubt.

Do second guess themselves more. not often not feel as confident to put themselves out there to just try something and wing it. I’ve seen a lot of men going, hey, let’s just try this. I don’t know quite what I’m doing, but I’ll just wing it and I’ll fumble through and I’ll mess up a few times. And when I do, I’ll just go, yeah, whatever, learn something, move on. Women, we ruminate, we second guess, we beat ourselves up when we don’t do things perfectly.

John Jantsch (07:40.94)

Mm-hmm.

John Jantsch (07:57.846)

you

John Jantsch (08:06.562)

Well, or let’s let’s be honest, sometimes you don’t get a second chance. You know, where is just what you said, you know, so there’s this fear of like, can’t screw up.

Margie Warrell (08:11.497)

and s-

Margie Warrell (08:15.816)

Yeah, and that’s true. Women are judged more harshly when they don’t get things right. You know, we know with the glass cliff phenomena, etc. But I also think as women, we can sometimes unwittingly internalize misogyny. Like we are biased against ourselves. We judge ourselves more harshly. We also judge other women more harshly. This is actually backed by a lot of data. Women are harder on other women.

John Jantsch (08:36.994)

Interesting.

Margie Warrell (08:45.542)

So there was a great experiment out of Columbia, the Heidi Howard experiment, where they were looking at the CVs, they were exactly the same. And some of them were titled Heidi and some of them were titled Howard, exact same words. And when people were looking at it, would you want to employ this one or this one? And they were described as being ambitious and competitive. When it was Howard, like, yeah, he sounds like a good guy to have on the team. When it was Heidi, it’s like, I don’t want to have her, ambitious and competitive. So just recognizing we can be hard on ourselves.

And so I think I have done a lot of work with women, business owners, women leaders, entrepreneurs over the years. And I wrote about this in my prior book called, You’ve Got This. I’ve had to say so many times, you’ve got this, go for it, back yourself, take the risk. Don’t wait until you know exactly what you’re doing. Do not wait until you are 100 % confident, just do it and give yourself permission to figure it out as you go along.

And I really have to, I don’t have to say that as much to men.

John Jantsch (09:46.594)

Yeah, yeah. Well, I’m glad we went there. Obviously, that was a little off topic. No, no, no, no.

Margie Warrell (09:49.376)

And that’s not critical, by the way, that is not critical of men. I’m often like, just do more of what he does because hey, it’s working for him.

John Jantsch (09:58.476)

Yeah. Yeah. Yeah. So, so let me, let me, let me go straight to a topic I hear all the time. I mean, very specific, courage gap. I work with a lot of marketing consultants, marketing agencies. We, do training, we license our methodologies to them. And one of the things I have to work on the most right from the beginning is getting them to understand they need to raise their prices. and that’s one that a lot of businesses, you know, they sit in front of a client and they’re like, will they

Amy, can I say this? And sometimes I just say, look, just do it. Just like next time you have a sale is called double your price and just say it and see what happens. Like what could happen, right? They could say no, or they, or you got a really high paying client and boy do they struggle.

Margie Warrell (10:43.328)

Do you notice a gender difference?

John Jantsch (10:45.326)

Not as much as you’d think, actually, in that. But again, and we do, mean, we probably, at least 50 % of the folks that join our program are women. And so I don’t see that so much, but they all undercharge. And there’s really, and I think it’s, goes to this, I, I don’t even think it’s like, will I get rejected? It’s, am I worth it? So how do you get through that gap?

Margie Warrell (10:52.448)

Okay, okay, that’s good.

Margie Warrell (11:16.8)

Yeah. So am I worth it? think it’s such a big question to ask ourselves. And what is my worth? What is my value? And am I going to ask more than the market can bear? And I’m like, well, the only way you find that out is by risking asking for more than the market can bear. And you’re like, okay, well, they didn’t, you know, they weren’t willing to pay 50K. Okay. Well, how’s 40? You know, but if you’re asking 20, then you’re not going to get 30 or 40. So, but I do think being willing to ask

John Jantsch (11:23.416)

Yeah. Yeah.

John Jantsch (11:41.134)

Right, right, right.

Margie Warrell (11:45.376)

for what you really think you’re worth. And being clear here too, what is this commercially worth to them? Because often we think about, am I worth $30,000? Well, I’m like, man, if the outcomes people get, I do a lot of work with CEOs and C-suite leaders. I’m like, if working with me as a coach could increase your bottom line by half a million bucks or a million or 5 million, or avoid you making a mistake that could cost you

John Jantsch (11:52.716)

Yeah. Right.

Margie Warrell (12:14.97)

way more than that, then man, you know, yeah, that’s worth 50k. So I think, you know, making sure you’re thinking about not in terms of what you think you’re worth, but what is this worth to them too?

John Jantsch (12:18.412)

Yeah,

John Jantsch (12:24.6)

Yeah. Yeah. Yeah. Yeah. And I have used that to really give people a posture too, is really if you’re going back and reviewing results and you can actually say, I doubled their business. You know, what am I only asking X for? You know, it really gets a lot easier, you know, with that data. Do you have some habits, you talk about courage muscles. Do you have some habits or daily exercises that you really seem to work to help people build that courage muscle?

Margie Warrell (12:52.092)

Yeah, well, I think firstly is doing more of whatever helps you bring your best bravest self to whatever challenges and whatever, you know, goals that you’ve got. And I think that can cross over multiple realms. I think of it as physical, mental, emotional and spiritual in terms of what is it that helps you physically have the energy so that you’re not exhausted because it’s hard to climb a mountain and be brave if you’re just exhausted mentally.

Are you focused on the highest leverage things? Or are you overwhelmed? You don’t even know which way to look. So that is crucial. Emotionally, what is it that helps you just process through the stress that you’ve got on and navigate some of those emotions that actually get in the way of you doing the very things you could do? And I think self-doubt is a really big one. And so, for me, I start my day every day with

John Jantsch (13:43.864)

Mm-hmm.

Margie Warrell (13:49.042)

some exercise, I read something, I write down what are my number one, my top three to five goals I want to get done today and who is it I need to be today. And for me at a spiritual level, and I say that without being religious or anything like that, just being, what is it that I feel is going to make the biggest mark and it’s going to make the biggest impact for those I’m here to serve today?

that aligns with my core values and what gives me a sense of purpose and meaning. And so I think all of those things when we’re of regularly doing small little things like those daily habits, whether it’s journaling and it’s exercising, connecting in with people that can hold you to account and bring out your vest, putting some guard rails around those who don’t, those small little things. But a question I often ask myself is what would I do if I was being brave today?

And it’s like, you know what? I would reach out to John and I would say, Hey John, Hey, let’s have coffee, you know, or Hey John, you know, can I be on your podcast? Not that that’s how this came to be, but, but, but put yourself out there. Like ask yourself, what would I do to day if I was being brave? And then do that very thing that comes to mind because courage is a muscle. have to put in the reps.

John Jantsch (15:04.846)

All I’m going to put you in coaching mode here. I am a salesperson and I’m going to call on what could be the biggest account, you know, of my life. And I’m really afraid of getting rejected. How would you help me reframe?

Margie Warrell (15:19.424)

beautiful one. I would start with principle one in the courage gap. Focus on what you want and not on what you fear. So if you’re terrified of being rejected, my gosh, I hope I make this. what if I don’t? my gosh, it’s gonna be so, I’ll feel terrible. But you’re putting all your energy into the outcome you don’t want. It’s like praying for what you don’t want to happen. And what you focus on expands. So I would be like one, what does success look like? Visualize

John Jantsch (15:21.901)

You

John Jantsch (15:29.614)

Mm-hmm.

John Jantsch (15:39.758)

Right, right,

Margie Warrell (15:49.51)

the best possible outcome. I walk out of there, I’ve landed it. And why is that great? Well, not only because it’s good for you, but how is this serve them? So make sure it’s not just about you. But how is this in service of something bigger than just you? Yeah, you’re great to get the commission, great to get the contract, great for whatever comes through it. But also focus on why is this good, not just for you, but for them? So focus on that win-win and what is your highest intention here? Yeah, you want to get it, but not just for your sake.

John Jantsch (16:00.814)

Alright.

Margie Warrell (16:19.614)

And I think just getting that real clarity of your positive outcome, because if you are not committed and clear in the positive outcome you wanna create, fear is gonna fill the void. And so your commitment to a positive outcome has to exceed your fear of a negative outcome. And if all you’re doing is going, I’m terrified, I’m gonna be rejected. I’m like, stop. I would even have someone write it down. Write down what does wild success look like going into this meeting? Write down.

why this is good, not just for you, but why is this good for them? What is the value that you want to bring? Write down, what is the mindset, the belief that I need to operate from? That I have everything it takes, that I’m fully worthy and deserving, and why not me? Because if it’s not me, it’s going to be John. So why not me? And then ground yourself in the values that define who you want to be and go into that from that place of being worthy, of having integrity.

being brave, of being generous, of being someone that makes others’ lives better. And then I would finally say, shift your posture. Take a big deep breath, breathe in courage, breathe out fear, and stand tall, hold your shoulders back, because our physiology impacts our psychology.

John Jantsch (17:36.686)

So there’s one of the things I’ve noticed this first quarter, maybe we’re turning the corner, I hope so, but there’s a lot of fear based just in unknown right now, geopolitical things, economic things, and that has a tendency to make people sort of freeze. How do get people through the unknown? You know, it’s like, well, I don’t know what’s going to happen, so how do I courageously

Margie Warrell (18:03.936)

Yeah, and when there is a lot of uncertainty, it innately triggers anxiety because we all like certainty. Our brains are wired to make plans. Yeah, to make plans on a future that we can predict with some level of confidence. And right now people go, I don’t know how much confidence I have in my prediction abilities, right? The future has got a lot of unknowns. It’s very volatile. It’s very unpredictable. But here’s what I say to people all the time.

John Jantsch (18:12.46)

Hey change, that’s the only thing we hate.

Margie Warrell (18:33.318)

always been uncertainty, there will always be uncertainty. And if you are waiting for certainty before you make a move, you’re going to get left behind. And you’re going to be in the dust of those who are taking action amid the unknowns. But this isn’t about being reckless. It’s about going, what’s my best guess here? How do I manage potential downsides? I’m not betting the family farm on a racehorse, but I’m going, okay, let me take a few steps forward here.

quickly reassess, this working, not working? What am I learning? And shorten those learning cycles. Because as they say in battle, it is safer to run left or right in the fog of battle in gunfire than it is to stand still. Because when you’re standing still, you’re not getting any information. You’re not getting any feedback. But when you’re in motion, okay, you know, this is working, this isn’t working. You’re getting something that’s going to put you in a better position.

as there is more certainty over time. So to anyone listening to this and you’re holding back, you’re like, do I, don’t I? It doesn’t have to be all or nothing. Sometimes it can be incremental, but what’s something you can do today that’s moving you forward?

John Jantsch (19:45.12)

Awesome. Well, Margie, I appreciate you stopping by the Duck Tape Marketing Podcast. Is there someplace you’d invite people to connect with you and obviously find out more about the Courage Camp?

Margie Warrell (19:54.258)

Yeah, thanks, John. Well, you can head over to my website, margieworal.com and the courage gap. I have a whole page on there that in a video, et cetera, tells you about it, but you can also get it on Amazon and everywhere good books are sold. And I also encourage people to connect with me on LinkedIn and Insta and social media. I’m everywhere under my name.

John Jantsch (20:13.678)

All right, awesome. Again, appreciate you. Stop by. Hopefully we’ll run into you one of these days out there on the road.

Margie Warrell (20:18.14)

Awesome, thanks John.

Choosing the Right Marketing Practice Growth Program: A Clear Guide to Types, Fit, and Costs

Choosing the Right Marketing Practice Growth Program: A Clear Guide to Types, Fit, and Costs written by John Jantsch read more at Duct Tape Marketing

As a marketing agency owner or fractional CMO, you know the importance of staying ahead – not just in tactics, but in how you run and grow your marketing business.

You might be considering a marketing certification for consultants or a fractional CMO training program to sharpen your skills, differentiate your services, and build recurring revenue

But with so many “courses,” “certifications,” and “accelerators” out there, it’s easy to feel overwhelmed. How do you know which program is right for your goals, and what kind of investment makes sense? In this article, we’ll answer those questions with the transparency you deserve. 

The key is finding a marketing agency training program that aligns with your business goals. Whether you’re looking for a quick credential or a comprehensive system to transform your agency, this guide will break down your options in a clear, skimmable way. 

We’ll break down the types of programs available, who they’re best for, and typical cost ranges so you can make an informed choice. Consider this a no-nonsense guide to help you find the best fit for your needs.

In a rush? Below you’ll find a handy comparison of marketing leadership certification types, by format, support, and price. 

TL;DR: What’s the Best Marketing Program for You?

To make it easier to scan, here’s a comparison table summarizing these program types, their formats, support levels, and typical price ranges:

Program Type

Format and Content

Support Level

Typical Pricing

Tactical Skills Courses

Self-paced online videos or short workshops focusing on one skill (SEO, ads, etc.)

Low – mostly DIY learning (maybe forums or basic Q&A)

Free – $500 (many free tool certifications; paid courses usually under a few hundred)

business.com

Entry-Level Foundation Programs

Multi-week online course or group coaching for new freelancers/consultants (covers business setup, pricing, basic marketing)

Moderate – group calls, community of peers, templates for basics

~$500 – $3,000 (depending on program length and mentorship provided)

2–5 day intensive (virtual or in-person) on strategy or specific advanced topic; often interactive

High during event – live coaching, interactive exercises; some offer post-workshop community

~$5,000 – $10,000 (short local classes on low end; premium multi-day bootcamps on high end)

License/Certification Programs

Comprehensive training (often weeks or an intensive kickoff) in a proprietary system; includes frameworks, tools/templates, and ongoing training

High – initial deep-dive training + ongoing support (coaching calls, updates) and private network of fellow licensees

~$5,000 – $15,000 (one-time or annual)

business.com

for full system and certification (significant, but comes with a ready-made methodology and assets)

Partner/Reseller Programs

Training focused on a specific software/platform; you become a certified partner/reseller of that product

Moderate – support from vendor (sales materials, tech support); peer partner forums

Free or low cost to join, but requires investment in the platform (e.g. buying software licenses, which might be $300+/mo or meeting sales quotas to remain active)

Masterminds

Accelerator

Done For You

Ongoing program (6–12+ months, often renewable yearly) with group coaching, mastermind meetings, and sometimes live retreats

Very High – frequent coaching, peer accountability, sometimes 1:1 mentorship; access to an exclusive network of successful peers

$10,000 – $50,000+ per year (significant investment for mature businesses ready to scale)

businessbuildercamp.com

(Note: These price ranges are broad averages. A “course” could be a $20 Udemy special or a $1,000 professional course; a big-name mastermind might run even above the ranges shown. Always check what’s included and the duration when comparing costs.)

As you can see, each type of program serves a different purpose. The best choice depends on the problem you’re trying to solve or the goal you’re aiming for. In the next section, we’ll map common goals to the program type that usually fits best. Find the scenario that sounds like you, and see which option might be your perfect match.

Why Consider a Marketing Leadership Program? (And Do You Really Need One?)

Running a marketing agency or consultancy is hard. You’re juggling client deliverables, trying to stand out from competitors, and aiming to create steady, predictable income. It’s no wonder many agency owners seek out marketing business training or certifications to gain an edge. Here are a few common reasons you might be exploring these programs:

  • You want a proven system – Maybe you feel your agency’s processes are all over the place. A good training program—especially one rooted in a strategy-first can streamline your agency’s operations. These marketing training programs for agencies often include templates, tools, and systems you can use immediately.

  • You want to scale and build recurring revenue – Project work and one-off engagements make it tough to forecast income. The right program can show you how to package retainer offers or ongoing strategy services, creating stable monthly revenue.

  • You need to differentiate your agency – In a crowded market, having a certification or unique methodology can set you apart. It signals to clients that you follow a reputable, established approach (not just winging it).

  • You’re looking for credibility and confidence – Perhaps you’ve primarily executed marketing campaigns and now you’re moving into a leadership role (as an agency CEO or fractional CMO). A marketing leadership certification can boost your confidence and authority to engage higher-value clients as a true strategic advisor.

  • You don’t want to “go it alone” – Being a solo consultant or small agency owner can be isolating. Many programs offer community, coaching, or mentorship, so you can learn from peers and experts instead of figuring everything out by yourself.

Honest insight: You can succeed without any formal certification – plenty of agencies grow through trial and error. But a structured marketing consultant training program can dramatically shortcut your learning curve. Rather than spending years cobbling together processes, you could adopt a ready-made system in a matter of weeks. The result? Saved time, fewer mistakes, and potentially faster growth and ROI.

If any of those reasons resonate with you, it’s worth examining the different marketing agency certification and training options available. Not all programs are created equal – and the most expensive or prestigious option isn’t necessarily the best for your business. In the next sections, we’ll break down the main types of programs and what to expect from each.

Types of Marketing Programs for Consultants & Agencies

Not all marketing training or growth programs are created equal. Some are as simple as a self-paced online course you can knock out in a weekend; others are high-ticket masterminds that require serious commitment (and cash). Here are some common program types you’ll come across, along with what they generally involve:

Tactical Skills Courses for Marketing Consultants:

Focused courses on specific marketing skills (SEO, Google Ads, email marketing, etc.). Usually, on-demand video lessons or workshops teaching you how to do a particular thing. Little to no personalized support beyond maybe a forum or basic Q&A. Great for picking up a new skill or certification quickly. 

Cost: often low (many are free or under a few hundred dollars). Check out Google’s Marketing Trainings  or LinkedIn Learning.

Entry-Level “Business Foundations” Programs:

Introductory programs for freelancers or new solo-agency owners covering business basics. They might teach you how to package your services, set your pricing, find your first clients, and avoid common newbie mistakes. Format can be a short cohort-based course or coaching group. Support is moderate (group calls or an online community). 

Cost: ranges widely from a few hundred to a few thousand dollars depending on depth (some may start around $500 and go up to a few thousand dollars for multi-week coaching).

Multi-Day Intensive Workshops:

Short-term, immersive trainings (often 2–5 days) that dive into strategy and best practices, usually with a live or in-person component. These often include interactive sessions and networking with peers. Support is high during the event (hands-on guidance, hot seats, etc.), and sometimes you get access to a community or follow-up resources for accountability. 

Cost: typically mid-range; many intensives run $5,000–$10,000 depending on the length and prestige of the facilitator (some local workshops might be on the lower end, while well-known strategy bootcamps can be several thousands).

License-Based Certification Programs:

 Comprehensive programs that teach you a proven system or methodology for marketing (often a strategy-first approach) and license you to use it with your clients. These usually include extensive training (sometimes an initial intensive or cohort), libraries of tools and templates, and ongoing support like coaching calls or a private network of fellow certified professionals. It’s like getting a business-in-a-box for your consultancy: you learn the framework, get materials to implement it, and often earn an official certification. 

Cost: higher investment, reflecting the depth – commonly $5,000 to $15,000 for the program business.com (some are one-time fees, others have annual licensing fees or revenue share models). In return, you gain a repeatable framework to deliver services, plus continued resources and community.

Partner/Reseller Programs (Software Ecosystems):

 These programs affiliate you with a software or platform (for example, a CRM, marketing automation tool, or analytics software). They typically involve training on the platform and how to sell or service it, and you might get a “partner” or reseller status. The format often includes online training modules and a partner community; support comes from the vendor (account managers, sales resources, etc.). 

Cost: usually low or no direct fee to join – the trade-off is you’re expected to promote that company’s software. Often your cost is the purchase of the software itself (which you might resell to clients) or meeting a sales quota. In other words, the platform training might be free, but you’ll incur expenses in subscription fees or the time/effort to sell it. This path can create a nice recurring revenue stream (commissions or margin on software subscriptions) if you plan to build your services tightly around a particular tool.

Masterminds & Agency Accelerators:

 High-touch growth programs for established agencies or consultants. These are typically group coaching programs or mastermind groups aimed at scaling up your business (common goals: hitting $1M+ revenue, building your team, improving profitability, etc.). Format often includes regular coaching calls (with a mentor who’s been there, done that), peer mastermind sessions, and sometimes in-person retreats or events. Support level is very high – you get mentorship, accountability, and a network of other high-performing peers. 

Cost: significant – often five-figure annual investments. Many quality agency mastermind programs charge on the order of $10,000 to $50,000 per year (or more for top-tier circles). These are not for beginners; they’re for when you’re ready to pour fuel on the fire and can justify a sizable investment in exchange for potentially big leaps in growth.

Choose the Right Marketing Program Based on Your Business Goals

It’s time to get personal. Think about what you really want to achieve at this stage in your business or career. Are you looking to sharpen a specific skill set? Launch your own consultancy? Completely overhaul your agency’s business model? Different goals call for different solutions. Let’s explore a few typical scenarios and recommend the program type that tends to be the best fit for each, along with what to expect and key pros and cons.

Goal: “I want to get better at a specific skill.”

Scenario: You’re doing consulting or running an agency and want to sharpen one skill – like SEO, Google Ads, or copywriting – without overhauling your business.

Program: Tactical Skills Courses or Certifications

What to Expect: On-demand video lessons or short workshops that teach one topic step by step. Limited support – maybe forums or weekly Q&A.

Investment: Usually free to a few hundred dollars. Time commitment is light (a few hours to a few weeks).

Pros: Affordable, focused, and flexible. Great for filling knowledge gaps fast.

Cons: Narrow scope. Little business guidance or long-term support.

Takeaway: For a single skills upgrade, skip the big programs. A targeted course or certification gets the job done quickly and cheaply.

Goal: “I want to transition from corporate to starting my own consultancy.”

Scenario: You’re leaving a corporate marketing role and want to start your own consultancy or solo agency. You have the marketing skills, but not the business-building know-how.

Program: Entry-Level Foundation Programs

What to Expect: These 4–12 week programs teach basics like packaging services, setting pricing, and finding clients. Includes video lessons, group coaching, templates, and community support.

Investment: ~$500–$3,000 depending on format and coaching.

Pros: Saves time and helps avoid early mistakes. Built-in support and templates fast-track setup.

Cons: Covers broad basics, not deep dives. Quality varies.

Takeaway: If you’re going out on your own, start with a program that teaches business fundamentals – not just marketing.

Goal: “I want to move from project-based work to strategy-led retainers.”

Scenario: You’re doing one-off projects and want to offer long-term strategic services instead.

Program: License-Based Certification Programs

What to Expect: Intensive training in a strategy framework, plus tools and templates for client delivery. Ongoing support through coaching calls and a private network.

Investment: ~$5,000–$15,000, plus possible licensing or renewal fees.

Pros: Provides a proven system and confidence to sell strategy retainers. Includes ongoing support and tools.

Cons: High upfront cost. Requires full commitment to the framework.

Takeaway: To move into strategy-first retainers, invest in a framework that gives you structure, tools, and support to reposition your services.

Related Articles: 

Goal: “I want to scale my agency past $1M in revenue.”

Scenario: You’ve built a stable agency and want help breaking through growth ceilings like hiring, positioning, or systems.

Program: Agency Masterminds or Accelerators

What to Expect: Includes coaching, mastermind calls, strategic playbooks, and live events. Emphasis is on scaling operations, team, and leadership – not tactics.

Investment: ~$10,000–$50,000/year. May require travel and 12-month commitment.

Pros: Offers mentorship and peer accountability. Helps fast-track decisions and avoid trial-and-error.

Cons: Requires time, money, and focus to implement. Fit depends on group quality and stage alignment.

Takeaway: For established agencies ready to scale, a mastermind or accelerator provides the strategic support and peer insight needed to grow faster and smarter.

Related Articles: 

  • Marketing Leadership as a Service (MLaaS)

Goal: “I want to become a fractional CMO with a few high-ticket clients.”

Scenario: You want to serve a small number of clients in a part-time, high-level strategic role – without managing a big team.

Program: Fractional CMO Coaching or Strategy Certification

What to Expect: Focus on packaging your offer, pricing retainer engagements, and leading strategy. Delivered via coaching, peer groups, or system-based certifications.

Investment: ~$5,000–$15,000 for certifications; ~$800–$1,000/month for coaching programs.

Pros: Helps position and sell premium strategic services. Often includes support, templates, and community.

Cons: Not easily scalable beyond your time. May require personal brand building and network leverage.

Takeaway: If your goal is fewer, higher-paying clients and deep strategic work, a focused program will help you build and sell a compelling fractional CMO offer.

Related Articles: 

VIDEO: Are You Ready to Be a Fractional CMO?

Making Your Decision: Which Marketing Training Program is right for you?

Choosing the right program comes down to matching your goal and stage with the program’s purpose:

  • If you have a single skills gap, take a course or get a specific certification (no need to over-invest).
  • If you’re just starting out on your own, build your business fundamentals with an entry-level program or community – getting those basics right will pay off for years.
  • If you need to level up your service offering, especially to incorporate strategy and get recurring revenue, a certification or licensing program that provides a proven system can be a game-changer.
  • If you’re already established and aiming higher, a mastermind/accelerator can provide the mentorship and peer group to break through growth plateaus.
  • And for those pursuing a fractional CMO model, ensure you have a strategic framework and support system in place – whether through a certification or a peer coaching group – to help you successfully navigate that niche.

Finally, remember that no program is a magic bullet. Your results will depend on your effort. The best program in the world won’t help if you don’t do the work, and even a mediocre program can yield value if you actively apply yourself and extract insights. Before plunking down money, get clear on what exactly you want to get out of it, and how you’ll hold yourself accountable to use what you learn.

Choose the Right Marketing Certification for Long-Term Growth

The landscape of marketing certifications and training programs for consultants, agency owners, and fractional CMOs is more diverse and more valuable than ever. Whether you’re looking to master a tactical skill, adopt a proven client delivery system, or join a high-level agency mastermind, there’s a training option designed to meet your goals.

As you evaluate your next step, start with clarity: What problem are you trying to solve? The best ROI doesn’t come from the most expensive program, it comes from choosing the right one based on your business stage, growth targets, and service model. From lightweight online marketing courses to full-scale strategy certifications, every program type serves a purpose

Lastly, be strategic with your education investments, just as you are with your business. When in doubt, lean towards programs that emphasize strategy, systems, and support/network – those elements tend to deliver enduring value. (That might be a tiny hint from our perspective, as we strongly believe in strategy-first growth and comprehensive support, given our own experience in this space.)

We hope this breakdown has helped clarify the options and trade-offs. By understanding what’s out there and assessing where you want to go, you’re well on your way to making a smart decision. Here’s to your growth – whether that means mastering a new skill, signing better clients, or hitting that next revenue milestone, the right program is out there waiting to help you make it happen. Good luck, and happy learning!

SEO Tactics That Actually Work in 2025

SEO Tactics That Actually Work in 2025 written by Jarret Redding read more at Duct Tape Marketing

The Duct Tape Marketing Podcast with Prasanna Dhungel

In this episode of the Duct Tape Marketing Podcast, I interviewed Prasanna Dhungel, co-founder and managing partner at Grow By Data. With decades of experience spanning marketing, tech, and SaaS, Prasanna brings sharp insights into the rapidly evolving landscape of search engine optimization—especially as AI transforms how users interact with search.

We explore the future of SEO in the age of Google AI, AI search results, and the zero-click search era. From adapting content strategy to optimizing for online visibility and brand performance, Prasanna breaks down how marketers can stay relevant, rank better, and actually get results in 2025 and beyond.

If you’re still using SEO playbooks from 2015, it’s time for an upgrade. Between AI-powered search results, changing user behaviors, and increased competition for attention, modern SEO demands a smarter, intent-driven, and more brand-conscious approach.

Key Takeaways:

  • SEO Isn’t Dead—It’s Evolved
    With AI overviews and new SERP formats, traditional SEO has shifted. Businesses must rethink both organic search and paid search strategy to remain visible.

  • Zero Clicks Can Still Drive Value
    Even without direct traffic, appearing in AI SEO and Google AI overview results can reinforce brand visibility and improve long-term recognition.

  • Content Needs Purpose
    Brands should focus on content marketing that drives interaction—like quizzes and infographics—especially when top-of-funnel reach isn’t converting.

  • Focus on Keyword Intent
    Prioritize high-intent search terms over broad awareness content. Think about what your audience is trying to solve, not just what they’re curious about.

  • Track Share of Voice
    Traditional rankings aren’t enough. Monitor share of voice across search features like shopping, Reddit snippets, and AI panels to measure content performance more accurately.

  • Reddit Is the New Authority
    Understand where your industry is being discussed and how your brand is represented. Participating in authentic conversations can influence both perception and rankings.

  • Optimize for AI Discovery
    Use structured content like bullet points, product attributes, and schema to increase your chances of being picked up by Google AI and LLMs.

Chapters:

  • [00:09] Introducing Prasanna Dhungel
  • [00:53] How to Prepare for Changes in Search?
  • [05:06] Is Intent Driven Content the Way Forward?
  • [07:16] What Metrics Should We Be Tracking?
  • [10:39] Best Practices to Show Up in AIO
  • [16:20] Measuring ROI Without Attribution

More About Prasanna Dhungel: 

  • Check out Prasanna Dhungel’s Website
  • Connect with Prasanna Dhungel on LinkedIn

John Jantsch (00:00.676)

Hello and welcome to another episode of the Duck Tape Marketing Podcast. This is John Jantsch and my guest today is Prasanna Dungal. He is nearly two decades of experience building businesses in marketing, tech, healthcare, and SaaS. He’s a managing partner by Grow at Grow by Data. He holds a bachelor’s degree with honors from Cornell, a master’s in engineering from Princeton, and an MBA from Kellogg School of Management. means he paid a lot to get educated. He was born.

and raised in Kathmandu. Probably the first Kathmandu on the show today, but he now resides in Boston. So welcome to the show, Prasanna.

Prasanna Dhungel (00:40.91)

Thank you so much, John, for the nice introduction and I look forward to the conversation.

John Jantsch (00:45.392)

Yes, yes. So we’re going to talk basically about SEO today. And I know that’s a lot of the work that you do at Grow by Data. A lot of change, know, AI, other things going on, a lot of, I mean, you even see people on LinkedIn saying SEO is dead. So how are you telling people they need to prepare today for changes in traditional search results?

Prasanna Dhungel (01:12.622)

Yeah, that’s a very hot, popular topic for folks in source, growth marketing, marketing altogether. You’re right. I don’t think SEO is dead. I think it has evolved. In fact, it’s the era of Google AI and just chats and all of these, in fact, has provided further impetus, in my mind, to storage.

Because the way I like to think about search is you’re asking a question and Google is answering today, but then new sources are answering. And you’re trying to understand how the answers are being presented, whether it be visually. Like in retail, for example, we like to say that the search result page is increasingly becoming like the Amazon results page, with a lot of product pictures being visible, your Reddit being visible, many times like, you

John Jantsch (02:06.372)

Yeah.

Prasanna Dhungel (02:12.236)

over the last year or so, videos and so on. So I think search has evolved. You have to look at paid search and traditional SEO in a new lens. And in fact, it’s created, I mean, there’s just a lot of interest to capture that. And I think the ones that are really going to win are going to be ahead versus be stuck in his or her old ways. But I think there’s a opportunity ahead.

John Jantsch (02:41.486)

Well, the one thing that I think is leading a lot of people to saying, I mean, people are seeing their organic traffic dropping. mean, I think that’s reality, but then they’re also go to the Google homepage or search page and they see the AI results or AI overview that comes there. And you know, there are many people that they get their answer and off they go. Right. So the so-called zero click, you know, era I think has really got a lot of people worried that, you know, all the effort they spent on producing content.

over the years is now going to go away.

Prasanna Dhungel (03:14.444)

That’s a fair concern. And the concern is Google is answering the question right on the sort page versus now letting us click and go into the page. So that remains. The way that we will have to see how that evolves, the next few months or the next year. Some are, in fact, saying it’s because of that that

John Jantsch (03:23.544)

Right. Right.

Prasanna Dhungel (03:42.264)

Folks like us are moving to newer channels to discover, right? But that said, folks are also using it as an opportunity for brand building, which is when you get picked up by these zero click results, you are in fact reminded, like you’re seeing a TV ad almost, and you’re remembering a brand, and then ultimately you remember that to make a purchase. So…

That’s one way that I know brands are thinking about it. But that said, I think just relying on that is challenging. Perhaps top of awareness studies keywords have had fewer clicks, or if any. And then increasingly, know source marketers are focusing on other types of content which require someone to click and go in. But the other way I like to actually show the positive is

If you are visible on Google’s zero source clicks, it could also indicate that you could be more friendlier to LLMs. And so you could get picked up by some of the chat engines. And so if you’re not getting picked up at all, I think that’s a problem. You want to get picked up. can obviously, you can rely on it alone. You have to use other sources, but you had to get picked up so that you also get picked up in the other sources.

John Jantsch (04:54.02)

Mm-hmm.

Prasanna Dhungel (05:09.228)

which in fact are almost like zero clicks or just even on the chat. That’s how I think about it.

John Jantsch (05:16.494)

So people are, mean, content is, you mentioned content and I want to go to types of content. One of the bits of advice I’m hearing from a lot of folks is this idea of a lot of information content, the how-to type of stuff is really what Google is kind of consuming in the AI overviews. But if somebody is actually searching to solve something or searching for a specific type of…

company, you know, those high intent searches are still there and happening. Would that suggest that we should be moving our content very much to much more intent driven content as opposed to kind of that top of the funnel, you know, show up in search content?

Prasanna Dhungel (06:04.334)

So I think it depends, right? If you believe that the top of the funnel content serves what we are trying to find very well, right? Then it may not be worth being the ninth or the tenth brand out there to capture that. There’s diminishing return, right? However, if you feel like your point of view is very strong, then why not create the brand in the first place? It’s about brand touch point.

John Jantsch (06:15.172)

Mm-hmm.

John Jantsch (06:33.166)

Mm-hmm.

Prasanna Dhungel (06:33.806)

But assuming that’s not the case, you are right. I do think then, you know, trying to go in and capture demand, you know, in the middle of the funnel or lower funnel, you know, and then really trying to draw someone searching from those is also a wise strategy that I know many have followed. Like we were talking to a large financial services client recently, and what they were telling me is, hey, you know, we’ve, we, I mean, we don’t see the ROI of really investing in top of the funnel content anymore.

John Jantsch (06:59.928)

Mm-hmm.

Prasanna Dhungel (07:03.148)

because we’re not getting folks to come to our site. And many times I talk about the brand being mentioned on top of the funnel, but sometimes the brand isn’t even mentioned. And so it even defeats the purpose of presenting your brand in front of someone. And so these guys were, in fact, creating newer types of content like quizzes or infographics or more deeper content that needs the user to interact to get the answer. And that’s where they were gravitating towards. And I’m actually seeing more and more brands do that.

John Jantsch (07:33.028)

Well, are there metrics, new metrics, different metrics that we should be tracking today to really understand how, although this AIO is kind of affecting our search.

Prasanna Dhungel (07:46.232)

We like to use share of voice as a metric to really track a brand’s visibility on Google, on Google AIO, on Batesource, what have you. And then we like to dissect it by different lines of business, by different intent, by different geographies, by different languages. So that’s the 50,000 foot metric that we use. But that said,

I do agree with you. think a question that you want to begin to answer is, OK, if AI results are a proxy to brand visibility, then how much brand searches are you getting? And is that rising midterm? Is a metric I think you should be tracking?

Like if you’re doing the right things, even if you’re not getting the click, are people remembering your brand? And not just the brand term, but brand plus. And then there may be a time lag. For example, you know, when I purchase something, it might be a few weeks out, it might be a few months out. Or am I seeing, you know, so one way to do this would be, you know, am I visible in these results, zero click results? And is that rising? And then after a few weeks out or so,

Is the amount of brand searches rising and is that compounding? I I think that’s one way I’ve known that brands are tracking that.

John Jantsch (09:19.856)

So break down share a voice just at, I’m sure that every client’s different, but you know, essentially how do you start measuring share a voice?

Prasanna Dhungel (09:26.958)

Sure, so I like to give the example of running shoes, right? So imagine I am searching for running shoes, running shoes, men’s, women’s, and so on. So when you search for that keyword or a group of keywords, you want to be searching not just once, but over time, across different geographies, across different devices, across different times of the day, so you have enough sample.

And what you have to do is, how often is your brand mentioned on the search page? So for example, on shopping ads, how often is Nike visible versus Adidas or Hoka? On your classic blue links, how often is Nike visible? On virtual listings, which is a free product listing from Google, how often is it? So if you imagine real estate on the page and there’s 1,000 spots in there,

and the spots are consumed by videos, shopping, and organic, and even Reddit and so on. How often is Nike’s domain visible? Or Nike mentioned, you just kind of say it’s visible maybe 300 times over your sample size. Then we like to say you have a 30 % share of voice. And you might care to understand how that varies by Spanish versus English.

New York versus Toronto and so on. So you slice it but at the highest level it’s how often are you visible in that real state.

John Jantsch (11:01.934)

So in this AI overview world, the zero click world, are there things that you are helping brands try to understand? Like, obviously we want to show up there, but is there an intentional approach or are there best practices to make sure that your brand is showing up there? Or is it simply a matter of if you’re showing up high in search anyway, for some of those terms, you’re probably going to show up in the results? Or is there a way to get your content intentionally to show up in

the AI overviews.

Prasanna Dhungel (11:32.856)

Sure. So what we do is we dissect what are the sorb elements visible within AIO, right? So you have, like in retail, you have maps sometimes show up on the AIO results. Sometimes you have a description. Sometimes you have the product that shows up, you know, like you’re trying to discover products. So the first thing to do is really try to understand, deconstruct AIO, what exactly is visible by different types of source terms. You know, so sometimes if you are

John Jantsch (11:39.236)

Mm-hmm.

Prasanna Dhungel (12:02.254)

trying to, if you source for a bottom of the funnel type of a question, if AIO does show up, it’s a different mix versus on the top. So that’s one. The second is we look at whose brand is being mentioned on each of these sort elements. Like for example, who is getting the free listings on running shoes? Which brand is it? And then we try to deconstruct, OK, the why.

And what we’ve seen is there’s a few elements to getting picked up on AIO. Sometimes the way the content is written, you know, in bullet forms versus free flow text, we’ve seen that that gets picked up. Many times for retail, we’ve seen that inclusion of attributes like GTIN, you know, and rich product attributes on the PDB page also helps you get picked up. Sometimes other attributes like reviews and ratings and pricing.

John Jantsch (12:51.556)

you

Prasanna Dhungel (13:00.61)

These other product dimensions, if it’s rich, then it gets picked up. So at a high level, think for your traditional text, having bullet forms and making it easier, understandable, having questions in there, not long content, that has gotten picked up, number one. For retail, it’s really rich product attributes on the PDP page. And making sure that if you’re not getting rejected by Google Merchant Center,

or if you’re not getting flagged by Google Merchant Center, then it’s likely to get linked. And then the classic techniques of being cited by credible sources, those are other signals we’ve seen.

John Jantsch (13:44.11)

So we’ve been talking a lot about the AI overviews, but if you scroll down pretty much any search these days, scroll down a little bit, some of the top organic results are being delivered from Reddit. And so, you know, know a lot of people are starting to pay attention to that and go, well, how do I get my stuff to rank on Reddit? What are you telling clients about their participation in Reddit? It is much different than say Facebook and LinkedIn in terms of the ecosystem there and the culture there.

so how are you advising folks to, to hopefully get some of their content or their, their answers, whatever it might be to show in Reddit.

Prasanna Dhungel (14:23.438)

Sure. we were, I’ll give you a live example. We were working with a large shoe company and the first question they were asking us is, is Reddit visible on the sorp for the questions that I, for the queries that I care to. And so we helped them understand how, what questions Reddit was visible on. And number two, we went into Reddit and then what we helped them understand is how they are portrayed.

John Jantsch (14:38.244)

Right.

Prasanna Dhungel (14:52.75)

you know, to folks like us, like, you know, if you’re trying to source for running shoes, who is very active, like who is active on Reddit? Is it Nike? Is it, you Hoka? Is it Adidas? And then how large of a community that Reddit thread has for say Nike running shoes or Nike running shoes. And so what we tell clients is first of all, try to understand where Reddit is visible. Number two, really try to understand your

your Reddit thread versus your competitors Reddit thread and is it one that you have a community manager running or is it just organic? And then the other thing we do is we’ve actually helped clients answer a bunch of questions on Reddit. One is we find that a lot of people are talking about pricing on Reddit. What does that sentiment look like? What does product quality look like?

John Jantsch (15:45.572)

Mm-hmm.

Prasanna Dhungel (15:51.778)

you know, and then how people are saying good or bad things about it. And so by giving that visibility, what we recommend, what we recommended to this client is you, I mean, they didn’t have a community manager and we said, you know, it’s an increasing channel. know, you get a lot of visibility. People are going there to understand what they like about your product. They’re giving ideas. And so we were recommending that they have a community manager who constantly analyzes and stays on top of it.

and then curates the experience. So you cannot just say whatever, but that said, remaining passive is also not a good idea. You want to have a point of view and sometimes there might be an opportunity to run an ad. When someone has a concern about the brand, then advertisement is a source of being on top of those that are looking at your brand. So you also have a strong point.

So these are some of the techniques that we have been telling clients.

John Jantsch (16:51.982)

So what kind of pushback are you getting on? And this is always the case, but we went through a period there where everybody was leaning on attribution. Like if you can’t prove that this got me a customer, then I don’t want to pay for it. And now we’re telling people you’ve got to be here and here and here. some of these places, a community manager, for example, is not a salesperson, right? They’re not going to create conversions. So how are you helping people kind of

Prasanna Dhungel (17:15.032)

Yes.

John Jantsch (17:21.276)

work through that ROI conversation when in some ways we’re talking about participating and engaging in ways that you can’t measure.

Prasanna Dhungel (17:31.34)

Right, so your question is, how are we helping clients think through the question of, if I put a dollar and the returns aren’t obvious, like a community manager, how should they think about it? And so the way we like to describe this is, if you use search as a proxy, then there is a certain amount of, the search volume is a proxy on demand for your service or product.

John Jantsch (17:41.08)

Yes, exactly. Exactly. Yeah, yeah.

Prasanna Dhungel (18:00.788)

And so, know, if what you’re being exposed to is a lot of Reddit in there, right. And then a certain percentage of them click through, you know, your classic CTR model there and they go in and it’s a highly uncurated, poor experience. Then you’re losing, right? So it sometimes is defense and sometimes it’s offense. So offense could be, you you put in a dollar and you get $3 back. Okay. But then.

defense is if you don’t have someone in there, it’s almost like insurance, right? If you don’t have a community manager, then your brand perception could be tarnished. And if you’re Rolex, as an example, and someone thrashes your band, and next year you want to raise prices, people are not going to pay $10,000. They actually already have an impression that Rolex is probably not $10,000, and you might want to get $1,000.

John Jantsch (18:32.196)

Yeah, yeah, yeah.

John Jantsch (18:39.832)

Yeah.

Prasanna Dhungel (18:58.774)

And the other part, in my mind, John, is think about the generation that is getting into Reddit. Some of the brands we work with, they have a slightly more older demographic. And they’re trying to recruit younger demographics to, in fact, purchase from them. And the younger demographic are going into these communities. And the first impression they have, if there is no impression or if the impression is bad, then you are

John Jantsch (19:11.533)

Mm-hmm.

John Jantsch (19:20.483)

Yeah.

Prasanna Dhungel (19:28.294)

not going to get them on board. So I like to even say that brands have begun to think of this investment almost as defensive. It’s like a leaky funnel, right? If you don’t yet go to Home Depot and buy something to fix your faucet, then you’ll just keep leaking. That’s also a way that brands have in fact approached that question.

John Jantsch (19:30.232)

Yeah.

John Jantsch (19:39.736)

Yeah, yeah, yeah, yeah.

John Jantsch (19:49.412)

Yeah, yeah, yeah, yeah, makes sense.

John Jantsch (19:54.584)

Yeah. Well, awesome. Well, lots of changes, lots going on. I appreciate you stopping by the Duck Tape Marketing Podcast. Is there somewhere you’d invite people to connect with you and learn more about the work that you’re doing there?

Prasanna Dhungel (20:05.462)

Yeah, absolutely. So you can connect with me on LinkedIn, Prasanna Dhungyal. Or you can go to our website, growbydata.com, and you’ll find me on the executive team. You can find me on LinkedIn, on Twitter, PD277. Happy to be helpful. And this is a fast-changing work area and would love to be helpful and supportive.

John Jantsch (20:30.116)

Well, again, I appreciate you stopping by and hopefully we’ll run into one of these days out there on the road.

Prasanna Dhungel (20:34.656)

Absolutely. Thank you so much,