Sean Byrnes founded and now serves as CEO of Outlier.AI, a five-year-old company that is reinventing business intelligence. Outlier was named a 2018 Cool Vendor in Analytics by Gartner and was the 2017 Strata Audience Choice Award Winner at Strata. Prior to Outlier, he was the founder of Flurry, the leader in advertising and analytics services for mobile applications. Flurry was acquired by Yahoo back in 2014.
In his free time, he advises some early stage technology companies and invests in many others. He is passionate about building great products, beautiful interfaces, and new technologies.
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If your initial marketing premise is not good, if you don’t really understand your buyer, all the growth hacks in the world won’t get you anywhere. - Sean Byrnes
There are some problems with A/B testing. A/B testing is a way to examine our preconceptions or our hunches, but they don’t go deep enough. If all you’re doing is looking for, say, a customer’s preference of color, you’re going to miss the most important thing: the customer’s intent.
At the end of the day, all business is marketing. Because if you can’t reach your customer, then what are you selling? - Sean Byrnes
Do you fully understand your buyer’s problems? It’s foundational to any successful marketing movement. Golden Spiral has developed a proprietary methodology called The Buyer MatrixTM.
Content marketing has become so successful. It’s a guided tour through your product. - Sean Byrnes
I’m a firm believer that the best marketing strategies come from really unexpected observations. You don’t just run the same things everybody else does. - Sean Byrnes
You really prove you have a customer when they renew your product. - Sean Byrnes
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Mark Whitlock (00:00): What’s your philosophy as a CMO? What principles guide you as you think about how to do your work, build strategies, undergo tactics, and evaluate your team’s performance? On this episode of Studio CMO, we’re going to hear from a marketing leader who has honed her philosophy throughout her career and has seen it work time and time again. That’s today on Studio CMO.
Mark Whitlock (00:27): Welcome to Studio CMO I’m Mark Whitlock. And today we’re going to hear an interview recorded back in February at the RSA conference in San Francisco. The conversation has led as always by our CEO and chief storyteller from Golden Spiral. John Farkas, my sidekick Angus Nelson is along for the ride as well. Our guest today is Janet Matsuda. The CMO of Sysdig and Sysdig is a leader in the secure devops field. They help cloud app developers, embed security, compliance, and performance into the app development process. So they can make their apps more reliable and help them stand up against attacks. Once they are published also Sysdig supports developers and helps them ship their apps faster. Janet has worked as a senior marketing executive in the SaaS industry for longer than 10 years. She’s a graduate of the University of Iowa with an MBA from Harvard. And this is her second time around serving as CMO. She has led marketing for Egnyte, Blue Coat Systems, Nimble Storage, and Palo Alto Networks. She’s faced down the category creation of monster before, and she’s doing it again at Sysdig. And we’re going to hear more about that during our interview. Janet attributes, much of her success to her ability to motivate and lead teams to become high-performance engines. Her passion is their passion. So let’s get started with John’s first question.
John Farkas (02:03): As you’re looking at what’s in front of Sysdig right now, what are you most excited about?
Janet Matsuda (02:08): Well, we’re just at the beginning of this transition. So over 70% of enterprise organizations are doing something with containers. However, a lot of them aren’t doing that much yet as a percentage of their whole domain of how many applications they have out there. You know, maybe it’s five to 10%. There’s some companies that are way ahead, right? But many organizations are early in this journey. And to me that’s, what’s really exciting. So they are trying to learn. People are trying to understand what to do. They’re trying to invent new ways to develop applications. They’re trying to build their tool chains and it’s fun to be on the front end of something. And that’s the opportunity for Sysdig is to come in early, help educate these devops teams and security teams on how they can operate. And, you know, we’re kind of in it with them as they grow and learn. And that’s, it’s a lot of fun.
John Farkas (02:59): You’re really framing a sensibility in the context of these conversations. You’re helping them into a way of thinking about how they do what they do.
Janet Matsuda (03:07): We work with a lot of really smart customers. And so part of our role is to help other customers learn or prospects learn from the ones that have already started down this journey. So a lot of our learning is from working with customers and they figured it out and we said, that’s great. Let’s work together. But they’re discovering that in order to speed up delivery of apps, they need to embed monitoring, or they need to embed security and compliance. Like it’s not like Sysdig comes in with these unique, like, we’re going to tell you how to do it. The customers know, but there are some that are really at the front edge, right?
Janet Matsuda (03:42): And for us, we have an ability to amplify some of that learning and help others who are not as far along on their journey. Cause everybody wants to know, you know, who did that? How did they do it? What were the problems they ran into? What would they do differently next time?
John Farkas (03:56): How do we avoid the pitfalls?
Janet Matsuda (03:58):And so that is a real opportunity to me. That’s fun.
John Farkas (04:01):I would love to hear your backdrop. How did you get to the point where you are now bring us along the journey of your career? How did you get to be here where you are today?
Janet Matsuda (04:11):Well, I did start out in the Midwest in Iowa,
John Farkas (04:15):the center of it all,
Janet Matsuda (04:17):computer science grad by first job was in it. And then I did product management, went and got an MBA, came back and did some more product management, product marketing, industry marketing.
Janet Matsuda (04:30):I was a VR evangelist. Like I’ve done a bunch of different jobs, but even early in my career, I was at a company called Silicon Graphics and we were on the front edge of what I would call category creation that wasn’t called category creation then. For instance, digital prototyping, I was responsible for the manufacturing industry there. And we helped customers who were dealing with the idea they had these CAD models. But what they really wanted to do was to take these really complicated products and put the pieces together online, digitally without having to make physical prototypes. And it was also when the car manufacturers, the designers that did all the clay models like they were retiring for one thing, but also, you know, if you wanted like, get that headlight really beautiful, you want to look at 10 or 20 options. And if you do clay, you can do two or three, right?
Janet Matsuda (05:20):That’s all you can afford to do from a time standpoint. So that was an example of category creation, digital prototyping, replacing the clay models with digital models, full-sized cars.
John Farkas (05:30): to make it happen quickly.
Janet Matsuda (05:32):That was my first experience with category creation. And then, you know, I bet at companies like mercury interactive at Nimble, we did that. We did some reposition in a Blue Coat, and now here we are assisted with Secure DevOps.
Angus Nelson (05:45): And I would love to dive deeper into that because categorization is a real thing, busy, busy space. We are the cybersecurity, lots of noise, but the only way you stand out is to differentiate, and so if you can create a new category, all of a sudden you’ve got market share that others can’t touch and they’re playing catch up. Can you dive into some of the original strategies of a, let’s assume you have a great solution, but how do you articulate that? How do you put your teams together? How do you build a culture around that? How do you build this momentum into going into this space.
Janet Matsuda (06:23): Well, you’ve got to start with a hard problem, right? I mean, it’s only interesting if it’s an interesting problem and you can help someone with, by understanding here’s where you are today. And there’s this opportunity to rethink the way you’re approaching this problem. And so it’s called the “from to”, you know, here’s where you are today. Here’s where you want to get and we’re going to help you get there. But the magic is in really helping them understand what are the challenges with today. Because if you’re happy with today, like if you’re standing in the street in the rain, in New York, trying to hail a cab and you think that’s okay, you don’t need Uber or Lyft. Right. But if you’re like, I don’t like this, cause I can’t get a cab and I’m getting wet and it’s very unpredictable.
Janet Matsuda (07:09): Then,
John Farkas (07:09): then there’s a conversation we can have.
Janet Matsuda (07:11): that’s right. But first you have to have a problem.
John Farkas (07:15): And the way we look at that is you have to be able to dig the hole. And ideally like if we’re looking at a new framework of a category, we’re doing the work contextually. So the hole’s already dug by the time we enter the conversation, right? So we don’t have to do the work of digging the hole. They understand the hole, they get the problem. And so we’ve done work on the front end to help them understand the problem and are putting all the words around it because until you realize that there might be a different way other than hailing a cab to get a ride, you’re going to be okay with hailing a cab because it’s all you know, but I don’t like standing in the rain. You don’t have to, that’s helping people understand the problem. Then we come in and say, let’s figure out the different way let’s look at. Let’s look at the different way together,
Janet Matsuda (08:04): right.
Angus Nelson (08:04): On the pragmatic side of that. Now you’re putting together strategy. Part of this is the block and tackling of that is, are you bringing in other thought leaders, are you bringing in some kind of a data set? Like what are the ways you’re proving your case to the public or to other potential customers?
Janet Matsuda (08:25): So stories are the most powerful way for people to understand change, right? And this is all really, it’s all about selling change, right? The most powerful stories are people who have gone through this process and they’ve come out and they have something good that happened, right? So if you can tell a story by helping somebody with like, this is a person who you can relate to and here’s what they were doing. And here’s what they’re doing today. And here’s the delta, this is why it’s better. And you can use a specific customer. You can generalize that, but, but at the end of the day, people relate to stories that, um, where the person has a similar problem than the one that they have today.
John Farkas (09:10): So you’re six months in your tenure at Sysdig.
Janet Matsuda (09:13): yeah.
Angus Nelson (09:13): happy half, half in Surrey.
Janet Matsuda (09:19): So lots of exciting stories in that picture. What have you done to start telling those? When I started, we needed to do a launch at CubeCon in the fall, approximately 12 weeks after I started something on that order, 11 or 12, I can’t remember exactly, but it was pretty quick. The good news is it was a clearly understood problem. We had great examples of customers that were addressing that problem. And so the story could come together pretty well from a, if you had a lot of words, the challenge always with category is how are you going to name it? That’s really the challenge because, okay. I work with a lot of engineers through the years and.
John Farkas (10:12): They like words. And very complicated words.
Janet Matsuda (10:13): They like to be very specific. So sometimes the first try at the category will be like a string of six words. I was like, okay, that’s really great, but no one will remember what you’re talking about. So you got to have two or three words, that’s it. And so that’s first order of business is we started out just talking about who’s using it. What were the problems? What’s the benefit? Who are all the different teams that are using it? What are the words that they use to think about what they’re doing? You know, we just played with words. I mean, you can put all the potential words up on the board and start mixing and matching, them until you come up with something that you think works and then you try it out with some people and see if they like it. People being, people.
John Farkas (10:59): who actually live in that space.
Janet Matsuda (11:01): would do the job.
John Farkas (11:04): And so what did that process look like? So is that what you did?
Janet Matsuda (11:07): You know, I spent a lot of time the first six weeks just asking a lot of questions. Obviously the people that Ben insisted, they knew what they’re talking about. It wasn’t new to them. I just had to learn. Right. So it was a matter of just uncovering a lot of what they knew and then just guiding the process, you know, using some frameworks to really think about, you know, it’s the “from, to”, and you know, what are, yeah. What are the words that used to describe it? So there, you know, there’s different frameworks that you can apply, but at the end of the day, you gotta come with up with something that people understand. Without a lot of explanation. There’s always smart people. Like it’s not like I came up with what we should be, what problem we should be solving, how to make the technology. I feel like what I bring is a process where you bring people together, you have the right discussions, you apply some filters.
Janet Matsuda (12:04): Like it has to be plain language, not a lot of jargon. Everybody has to be able to understand it. Small number of words, you know, it has to connect with people like it has to be something they recognize, but I’m really just a facilitator, right? I’m not the smart person in the room. I’m just like, okay, let’s all come together. And everybody brings ideas. And then it’s a matter of listening to all those ideas and then helping to filter out till what you have left is what you need.
Angus Nelson (12:34): And there’s a power to that collaboration aspect. And then, because they’re all involved, there’s ownership, we came up with this, some of your special sauce is that your ability to bring some people together and have the humility to not have to be the one that’s driving the ship, but rather empowering this team to drive it with you.
Janet Matsuda (12:54): Yeah. I mean, it’s not hard. Like I said, lots of smart people. It’s just a matter of, you know, the way I think about is like, what’s the goal? What are we trying to get to? There’s some steps that I’ve taken in the past that help us get to that process. So taking people through a process of the steps and then tracking our progress, and then you’re just doing, check-ins of like, okay, are we there yet? Right. Is it good enough? Or do we need to go hammer on it some more?
Angus Nelson (13:20): So you’ve got it. You think, okay, this is cool. We roll up our sleeves. We’ve got what we think is the thing. Who do you take it to next? How do you test this to see that we’ve landed?
Janet Matsuda (13:30): So typically internal discussions are the leadership, the founder of the organization, the CEO, the head of engineering, customer success, SEs, you know, people that are out there talking to customers day to day. So we do the initial and did a lot of discussions, like getting the reps on the phone, you know, getting a small, like three or four reps on the phone and kind of pounding on some ideas. Hey, what do you think of this? What do you think of that? And not just the like tag, but like what are the three benefits? You know, what do we want to highlight? Like we could highlight seven things. What are the three things that you think are really the biggest pain points or the biggest benefits that people have? So, so you do it internally. Um, we did a lot of inquiries with analysts, right?
Janet Matsuda (14:12):I was going to ask about what was the analyst picture for you guys has to be a pretty important cog in the machine.
John Farkas (14:17):with some of the people that we talked to, it was multiple discussions, right?
Janet Matsuda (14:21): So we pick their brain and then we go do some work and come back. And so analysts were important just talking directly to some customers. Right. And then, you know, other people who are in the, you know, Excel’s one of our investors, other people who are like, kind of in the network that have worked at other companies or that I’ve known in the past and bouncing ideas off of them and getting their perspective. So it’s really just bouncing it off of a variety of people that have a different kind of view into what you’re trying to. I’ll tell you, you know, we put together a deck in November, we rolled it out. We’re making changes now. It’s not, you know, we’re like.
John Farkas (14:57): It’s a dynamic process,
Janet Matsuda (14:58): We’re 90%. Correct. And you know, then we need to like make a few tweaks, right. And evolve.
John Farkas (15:04): So lots going on in the funding environment, around what’s going on with Sysdig right now.
Janet Matsuda (15:10): And I’m curious as this category is taking shape, as you’re kind of helping frame the understanding in the market, what’s been the conversation like, or what, what role is the investment group around your company playing? And how’s that conversation kind of running parallel to the market conversation?
Janet Matsuda (15:27): You know, there are people who, if you think about investors, like there are people who did different jobs. Like some of them used to be marketing leaders, right? So those are the people that might have a good appreciation and bounce ideas off of. There are other ones that it’s more about educating them on where we’re going, you know, or so I focus much more on the customers than I do on come on, come on.
John Farkas (15:50): Which makes sense. Because at the end of the day, if they’re buying the investors have very little problem, has there been some challenge in bringing them along or has that been pretty evident process?
Janet Matsuda (16:01): No, there’s not been a challenge. Most investors, they don’t want to do my job. They just want me to do my job.
Angus Nelson (16:09): And that’s why they hired you. Right. They trust you. They trust you.
Janet Matsuda (16:12): Yeah. But I’ll tell you, one of the things that the last board meeting that was super helpful is we did a brief video that is on our website that kind of introduces the concept of secure dev ops. And I showed the video to the investors and I’m like, wow, that’s the first time I really get this. One of the guys said, so that’s good. That means, that means we’re reaching people who are not even dev ops or cloud or security people. We’re reaching just normal people. And speaking in plain language, it’s something they can understand.
Mark Whitlock (16:39): So you have the challenge just 11 weeks into your tenure. And it was up that some of the funding, the series, he wasn’t a challenge. But coming into the job as a CMO had to be difficult. You come into a new team, you’re coming into being able to re-communicate the message. What are some of the bumps in the road over the last six months? What have you faced that’s been the most difficult.
Janet Matsuda (17:02): Well, I have to say, I went through this process at Nimble with Suresh Vasudevan, who’s our CEO and Keegan Riley, who’s our Chief Revenue Officer.
Angus Nelson (17:11): So, so that kind of smoothed the way.
John Farkas (17:14): So there’s some trust and there’s some knowing how the playbook’s going to work.
Janet Matsuda (17:18): That’s exactly right. It’s not just trust, but it’s knowing the playbook. Right. And we did it at nimble and it worked right. So there was a sense of picking up where we started. There wasn’t that same amount of education of at least those two stakeholders like you had to do. I had to do education across the company. What are we trying to do? Get everybody on the same page, but Suresh was already talking about category creation before I joined. So when you think about bumps in the road, it really was about the amount of time we had. It was just like every day mattered.
John Farkas (17:53): Execution, had they get going. So as you are looking at the horizon right now, the equations coming together, the category is kind of coming out of the earth and people are beginning to understand and embrace. What does the next step look like? How do you move into the market?
Janet Matsuda (18:10): So, you know, I think about category creation in the tech space. One of the big pieces is to get the analysts aware and, you know, understand where are they in their vision for how the market is. They may not define the category in exactly the same way we do, but they might understand the function of DevSecOps.
Janet Matsuda (18:34): Like there’s a bunch of people using that term. There’s a bunch of people who are kind of out there—analysts, customers, other vendors—that understand that embedding and automating different functions, including security and monitoring into the dev ops workflow is the way to go. So we got that going for us, right? Um, the question is when we define it, how is it different than what everybody else might think? And I’ll tell you where people start. If you look at some studies of high performing DevOps teams, more than half of them have already started to automate and embed monitoring into their workflow. So that’s pretty well acknowledged that that needs to happen. On the security side. Um, people that have started on their journey and done the investigation pretty much acknowledged that you need to embed image scanning. So when they think about DevSecOps, the first thing that comes to mind is image scanning.
Janet Matsuda (19:33): Before we release an image into production, we need to make sure we’ve scanned for vulnerabilities and it needs to be integrated into the process. So the developer doesn’t have to do a lot of extra manual steps, automatically get scanned. And there’s some controls where that image doesn’t move to production unless it passes some, some criteria, right? So that is when people say DevSecOps, mostly they think image scanning. So we believe that it’s not just image scanning, but it’s also runtime security and incident response and forensics that need to be embedded as well. And what we’re finding is just like in dev ops and moving to cloud people have this journey like, Oh, lift and shift. Oh no, I need to refactor. I have location. So it works in the cloud better. Okay. So write the code, make the code run. Make sure it performs. Doesn’t crash. It’s a reliable, uh, okay. Then security. And then they start with image scanning. So there’s like this journey image scanning, Oh, now I need to worry about runtime security. Now I need to worry about forensics and IR. And then of course compliance. So that’s our definition of secure dev ops is that it’s not just image scanning. It also has to include runtime security, forensics, and incident response, compliance, and that fundamentally you need the single source of truth across the teams. And I bet you, but I’ve been in a lot of discussions on the financial side where like people come to a meeting and they all have a different view of what the numbers are. Oh, what were our bookings? Well, I have this or forecast, you know, Hey, this is what I think the pipeline looks like. And there’s not like recipe for moving forward on doing something everyone is just arguing.
Janet Matsuda (21:14): And it’s the same when you’re doing troubleshooting or forensics investigations or compliance audits. You get everybody on the same page with the same information. And then you can say what we’re going to do about it.
John Farkas (21:23): How do you work with the analysts in bringing them along? How would you describe your approach to those relationships?
Janet Matsuda (21:30): They’re smart people that talk to a lot of clients as well. And so really, I think it’s a matter of comparing notes in some ways like this is what we’re hearing from customers. What are you hearing from your clients? How do you think this is going to evolve? Do you see that this is a requirement it’s just discussing it and sharing. And they learn from us and we learn from them and they learn from our customers. You know, they’ll, you know, a lot of times the analysts will talk to some of our customers to hear straight from them.
Janet Matsuda (21:57): Instead of hearing our, our side of the, you know, like what’s going on, exactly. What’s going on. And, and that just kind of body of knowledge then starts to evolve.
John Farkas (22:05): How do you value those relationships? Like what are you relying on the analyst to bring for you in the context of the marketing equation?
Janet Matsuda (22:13):Well, they bring two things. One is they bring their insights and expertise. A lot of them used to be practitioners, right? They have perspectives, they have advice. They talk to clients so we can get a good read for what they’re hearing. They talked to people on the leading edge and people that are more lagging so we can get a sense, right? So for us, it’s just a learning. But then on the flip side, as we educate them on what we’re doing and what our approach is, then they can make their own decisions on do they recommend that to clients? Do they talk to clients about it? It may be based on a client of where they are and what their needs are, what their problem statement is. And then they can guide a little bit that client on what some of the options are for them to consider. And that’s of course helpful for us.
John Farkas (22:55):You’re bringing a lot of subject matter expertise into this mix. How are you thinking about content, thinking about asserting, you know, point of view into this equation that you’re doing, how are you doing that? What are some of the tactics, what are some of the channels and how you’re bringing that expertise into the market and involving people in the conversation.
Janet Matsuda (23:16): Educate first, sell later. And that’s really our approach. So this is such an emerging space. What we want to do is if people are looking for answers to problems, we want to make sure that they can find us.
Janet Matsuda (23:30): And that we have a really great blog that a lot of people follow that isn’t that much talking about our product. It’s talking about real problems that dev ops people are dealing with and technical problems and how they solve that. So we have a focus on this education that’s a pretty technical level for a lot of it, and that’s kind of the foundation. So we start at this, you know, whether they’re architects or people, site reliability, engineering, platform engineering, all these people that are explorers in their company, trying to figure out how to build that stack. So we educate there. Then of course you have to step up to the business level and help translate that. How is that going to help a company ship apps faster? Right? If their goal is to ship cloud applications faster, what are all the pieces they need? We don’t have all the answers for them, but there’s a piece of that stack that we addressed that helps them achieve that business goal.
John Farkas (24:26): And so is doing that. Cause I really agree with that approach. You have to be willing to jump out of your exact product equation and talk about the broader ecosystem and bring them along into your expertise and helping them see your value in the conversation.
Janet Matsuda (24:41):Sysdig, like a lot of companies would start with the product because I have this beautiful baby.
John Farkas (24:50): I love my baby.
Janet Matsuda (24:51):and I love my baby. And you will love my baby too. Let me just explain to you how wonderful it is. And yes, here are the benefits or the problems it can solve. But what you really want to do is flip the conversation around and start by asking what their problem is before you give them the solution. And I think that is just a mindset shift and, you know, that’s the difference between marketing and engineering, right?
John Farkas (25:16): And so really that’s something that you’ve brought to the equation too, is helping people into, Hey, let’s engage the broader ecosystem. Let’s talk about the broader problem space, not just our solution.
Janet Matsuda (25:25):Right, and actually, you know, a big piece of what we’re doing. Of course, we started with to finding how we articulate that value that “from to” and then, you know, in every space. But I think in the whole container and Kubernetes world, it’s particularly clear that you need to help them understand how you fit into a range of different products that they’re already using or solutions. A lot of them are using open source tools and you know, they’ve tried different things. So where do we fit and what do we work with and how can we work with other ecosystem partners, you know, to help move that education along.
John Farkas (26:03):So being willing to extend the conversation past your space and have a broader conversation because that’s where the value ends up being. Right.
Janet Matsuda (26:11): Right. Cause they don’t come at it saying, I need to just operate apps.
Janet Matsuda (26:14): They’re like, I’m using AWS and I’m doing this and I have this compliance and you know, they have like a bunch of different parameters that they’ve already determined either what their problem is or what their approach is. And you have to help them understand how you fit into that approach that they’ve already halfway defined.
John Farkas (26:33):How do you view the merge between marketing and sales in today’s universe?
Janet Matsuda (26:39):People are often, they feel like marketing and sales. You know, these two functions can be at odds in an organization. Like I need more leads and you know, but Keegan Riley and I, we work together really well. Like we have a goal, sell some stuff. That’s what we’d like to do.
Janet Matsuda (26:59):And so therefore like, you know, marketing can start that conversation, right? And at some point you figure out when does a sales person pick up that conversation for the prospect, you want it to feel like a education process that they’re moving through that meets their needs. And you know, we’re trying to understand what’s going on with the prospect and then how we can help them. Right? And help them might be some educational tools or some learning that they might need. It might be connecting them with some other customer who’s done it. It might mean that we come in and, you know, we sit down and we do a proof of concept with their data. Lots of different ways, but it needs to fit with the prospect’s journey rather than like, Oh, we’d like you to line up and follow our process.
John Farkas (27:45):Yeah. And so it really is just to seeing that as a continuum and it’s not, there’s not a place where marketing ends and sales begins. It’s a merge in that conversation with the prospect for salespeople.
Janet Matsuda (27:58):First of all, is we created the messaging. As I said, you know, we included a lot of salespeople in SES, right? People who were on the front lines and explaining this to customers. And on the flip side, they’re really appreciative of having good messaging. That’s like, they don’t have to make up, you know, they’ve got something that they can take and run with and they don’t have to spend a lot of time on the administrative stuff. They can go out and have those conversations. So if you get their input upfront, then you create something that they can use. That’s valuable. It all works better.
John Farkas (28:30):Tell us if you could just package up one idea to hand to a CMO, who’s jumping into a new endeavor and say, here’s this one piece of knowledge, wisdom, experiential learning that I’ve had. I’d love to hand to you. What would that be?
Janet Matsuda (28:49):So I feel like marketing is simple. There’s three steps. One is have a clear and compelling message. The second is deliver it consistently, get everybody on the same page. And then you need to extend the reach by helping other people outside your organization, carry your message, whether those are analysts or press or customers. So that’s the formula, but you got to start with having an interesting message that actually solves a customer problem.
John Farkas (29:17):Awesome.
Mark Whitlock (29:19):You’ve been listening to an interview from golden spiral on studio CMO with Janet Matsuda of Sysdig. During our interview, Janet mentioned a video that her team produced that helped their investors see their solution. More clearly. We’ve put that video in our show notes. So come on over to studiocmo.com/014, and check that out. We’ll also link out to cystics blog. And we discussed that during the interview at length, their blog is frequently updated and filled with the type of problem identifying and problem solving content. Every SaaS company needs to boost their search rankings and bottom line truly help their customers. If you want to build an SEO powerhouse blog, come on over to our show notes and you can download Golden Spiral’s, free Content Strategy Guide, and you can check out our blog. We’ve got tons of articles about building a better block.
Mark Whitlock (30:13):So that’s studiocmo.com/014. You want to download the content strategy guide there from the show notes. Hey, and before we go to things first, please subscribe to Studio CMO. When you visit us at the show notes, hit the subscribe button, choose your favorite app and get your content delivered directly to your device. So you won’t miss a single episode and a timely reminder. Now, if you’re listening to this sometime after June of 2020, don’t worry about it. But if you are listening to it right now, here in June, please listen up next week on July 1st, the penalties and enforcement for the California Consumer Privacy Act go into effect. You know, it’s crazy. A recent survey came out that showed only 14% of companies with California contacts in their CRM are in compliance with CCPA and another 29% have a plan in place, but aren’t ready.
Mark Whitlock (31:13): So that means the vast bulk of companies are not ready for the penalty phase of the CCPA, which goes into effect July 1st and get this: the California attorney general has indicated that SaaS companies will be some of his first targets for investigation because of the amount of consumer data they collect and process. So we’ve got you covered. We have a free CCPA checklist. You can download from our website. It’ll give you everything your web team needs to take your website from where it is now to compliance within a matter of hours. So come on over to studiocmo.com/014, and download our free CCPA checklist for your web team.
Mark Whitlock (31:57):Coming up on the next episode, Shawn burns is going to be with us. He’s the CEO and founder of outlier is going to join us from his home. And we’re going to talk about how marketing works, growing companies, companies that are trying to scale until then fully understand your buyer’s problems lead out of that empathetic understanding and always, always make your buyer, the her. We’ll see you next time on Studio CMO.