The 9 Triangles Course
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Split into three distinct sections (a company’s mission at the top, marketing in the middle, and business functions at the bottom), businesses that implement these tactics will increase efficiency, improve performance, and organize every aspect of the business to be in line with their goals.
SBP: Specialist, Business, Partner.
- Specialists (students and young adults) need work experience to complement their formal education.
- Businesses need marketing help, most effectively delivered by customers turned advocates (word of mouth).
- Partner (schools, conferences, and vertical associations) aggregate either students or businesses, but not both.
We bring all three together.
Think: LinkedIn meets Match.com or Uber for marketing services.
The market model requires standardization to scale — certifications, checklists, rating.
We fill this missing piece that none of them do:
Businesses don’t want to optimize their marketing any more than you want to work on your car — they want someone else to do it. Nor do they feel responsible or have time to train up students, so they hire interns. Schools don’t want to hire students directly. Students don’t want to create training or work menial jobs.
Seen Simon Sinek’s “Start with Why”?
Optimize & Iterate
MAA: Metrics, Analysis, Action.
- Metrics are key indicators to the health of a business, regularly delivered via dashboards.
- Analysis requires mostly human intelligence to understand WHY a particular metric went up or down, then possible remedies.
- Action follows analysis, whether automated (campaign optimization) or human (content creation).
The rapid cycling through MAA requires short communication at each step, taking minutes, not hours.
A hospital emergency room does triage to prioritize who gets seen first: then scans, diagnoses, and treats (MAA).
Metrics must always be in pairs, usually quantity versus quality, with the exception of profit.
We can break down any metric into further components until we discover the underlying reason.
AEC: Awareness, Engagement, Conversion.
- Awareness is the sum of audiences across all channels: mobile, web, social, email, and non-digital (hard to measure). When we aggregate user lists, we can create message sequences for our customers and prospects, definable in our technology.
- Engagement is the sum of trackable interactions across these channels: reviews, likes, tweets, and so forth.
- Conversion is an interaction with an attached dollar value, direct or derived.
Conversion success is predicated upon upstream power in audience and engagement, measured via circles of influence.
Therefore, existing businesses must identify their top fans and activate them, growing audience sizes.
Increase yield by finding the right combinations of content and targeting at each funnel point.
We can measure the value of a brand by the sum of the positive and negative experiences across all users.
GCT: Goals, Content, Targeting.
- Goals = metrics = strategy = optimization, since business goals must be quantifiable and actionable. A business’ goals must reflect their true mission to inspire customers to genuinely identify and share. Start with why.
- Content Productionis on-going validation of mission and values, delivered to audiences.
- Targeting takes 3 forms: what (search keywords), where (print, TV, traditional), and who (people-based targeting).
While we need all three types, the most sustainable is people-based targeting:
Personalized marketing based on what someone has done and who they are.
People-based targeting via core audiences and lookalikes has owned, earned, and paid components.
Who are your best customers and how do we get more of the same?
Organize customers into personas, which guides content production.
Database marketing (or personalization) is delivering the right message to the right user at the right time.
Marketing automation is automating of these personalization sequences, but it requires having each component of GCT in place.
DDD: Do, Delegate, Delete.
- Do it now or don’t do it at all. More time tomorrow is an illusion, as opportunities and corresponding tasks increase.
- Delegate where you have resources that can reliably execute, whether virtual assistants or specialist. But still be responsible.
- Delete is your most common option to keep “inbox zero”. So don’t skim; read thoroughly enough once that you can recall or search later.
You must manage your inbox and task list before you can help others do the same.
A clear inbox creates breathing room for exploring new ideas, while clutter prevents creativity. Mastering personal efficiency allows you to be proactive instead of reactive– be more powerful. Do fewer things, but do them well.
Look at David Allen’s “Getting Things Done”.
CID: Communicate, Iterate, Delegate.
- Communicate frequently and reliably, even if just to say you don’t know, but will get back to them. Frequent, small touches beat the perfection that never happens.
- Iterate via MAA rapidly to allow “many shots on goal” versus procrastination disaster.
- Resolve external dependencies first, so delegate before it becomes an emergency for someone else.
Personal effectiveness comes before organizational effectiveness, since you must practice what you preach. The greater your responsibility, the more you must initiate communication across the team.Even if you communicate clearly and in advance, if delegation fails, the leader is at fault.
You can’t delegate what you haven’t clearly defined and know how to do yourself.
LDT: Learn, Do, Teach.
- Learning is being able to pass a quiz or be able to discuss a topic. The school system can create false confidence.
- Doing is hands-on execution with provable results: working on cars versus talking about cars. Doing implies checklists and certifications, like what you’d expect of mechanics and doctors.
- Teaching isn’t possible without learning and doing first. Know it forwards and backwards to be able to help others.
Mastery in your area of expertise attracts more clients (lighthouse approach) and more staff to follow you.
Servant leadership requires you to help others for you to also advance. Hence, a leveling system enables progression.
Repetitive execution may appear mundane, but actually creates knowledge depth and makes you much faster.
What took days now takes minutes.
Word of Mouth
CCS: Content, Checklist, Software.
- Content that’s powerful is a product of your direct execution. It’s unique, plus reinforces your personal branding while elevating your client.
- Checklists simplify step-by-step execution, as well as the communication of that execution. More practice helps us refine our checklist processes, via client and specialist suggestions.
- Software Development allows for automation of manual efforts, with the most common requests receiving priority.
As we verticalize, meaning build up leaders in many areas of passion, we’ll adapt the software to fit these areas.
Properly viewed, we have no competitors, since the most successful “competitors” will help us produce content.
We’ll interview them, share it across our footprint of sites, and they’ll promote our content.
In this ecosystem, everyone is a potential partner, clients, or Specialist.
Checklists separated out by difficult naturally create a leveling system.
MOF: Marketing, Operations, Finance.
- Marketing drives sales. Content marketing, not cold-calling drives sales at low cost, provided you have demonstrated expertise over time.
- Operations is the production of your product or service, whether for yourself or the client. Reliable delivery is the french fries at McDonalds.
- Finance manages the money in and out, determining where we’re profitable vs losing money– by person, project, or product.
All businesses have these 3 core functions.
Anything that’s not marketing or finance is operations, since it’s running the business.
Yet marketing is increasingly the most important of these functions– it’s unique and cannot be outsourced.
And without strong marketing, there are no sales.
Hence, the need for young adults to help firms not by doing marketing, but by amplify their marketing efforts (word of mouth).