Essential assets marketers own to drive business success

PLEASE NOTE: This transcript has been created using fireflies.ai – a transcription service. It has not been edited by a human and therefore may contain mistakes. 

 
00:02 
Dom Hawes 
Welcome to Unicorny, the antidote to post rationalized business books. I'm your host, Dom Hawes, and this is a podcast about the practice of marketing, how it creates value, who's doing it well, and how marketing helps businesses win the future. Today you are joining me for part two of Unicorny's foray into the work of Daniel Priestley. Now, I am not going to reintroduce or summarize where we got to in part one, other than to say this. In part one, we looked at the economic climate that gave birth to Daniel's first book called Key Person of Influence. We then looked at some of the cultural and technological catalysts that created the opportunity for people like you and people like me to become business influencers in defined niches or across defined campaigns.  

 
00:52 
Dom Hawes 
We looked at the five P's framework that is essentially your playbook for how to become a key person of influence. Now, if you didn't listen to it, I suggest you go back and listen to that part of the episode before continuing with this one, because right now we're going to the studio to pick up where we left off with Daniel Brieley. I'm going to move on now to a little bit about 24 assets. Sure. Because I see the two being very closely connected. And the concept of creating these assets that work for you while you sleep, it seems to me that's the ecosystem that's going to support you as maybe that's your product. I don't know. But that's the series of assets that support.  

 
01:29 
Daniel Priestley 
Yeah. Key person of influence is about you as the leader or the entrepreneur, and 24 assets is about the business. How do we build the business? How do we enhance the business for the digital age? So if we think we've gone through a digital transformation as a planet, what do you do? Key person of influence? What does the business do?  

 
01:44 
Dom Hawes 
24 assets, and you've broken those down into, I think, around six different classes of assets, which are quite interesting. It's just a very interesting way of thinking about often quite intangible assets and thinking about actually how are you going to cultivate them? The first of which is intellectual property or IP assets. And I think most people understand that because they're creating content or they've got sort of trademarks or patents. I wonder how many businesses are actually writing playbooks to record and systemize the production of those IP assets.  

 
02:16 
Daniel Priestley 
There's assets that are not formalized and then there are formalized assets. So if you imagine in the kind of like the early days of Australia being discovered quote unquote, discovered there was all this land there. It was kind of uncategorized as far as the British were concerned. And they had to come and say, well, okay, well, we need to kind of put some borders around this and say who owns it? So there might be certain things that you're doing that could be intellectual property, but you need to kind of formalize it. If it's protectable, you could trademark it, you could do a pattern around it, or you could at least formalize it into a structured playbook. So a brand guidelines document or a signature piece of content that informs all the other pieces of content.  

 
03:01 
Daniel Priestley 
So yeah, you're trying to pin it down in some way so that it's your asset, that it's not just kind of like directionally your asset.  

 
03:06 
Dom Hawes 
It's unique and identifiable and it actually leads to you. Yes, brand assets. I think people on this podcast will probably understand pretty well we're talking about brand here. I guess at the highest level, it's a philosophical construct.  

 
03:17 
Daniel Priestley 
In the book, I talk about philosophy, identity, and personalities. So philosophy is like, if we say, just do it, we know who we're talking about. If we have a picture of the swoosh, we've got an identity that we know what we're talking about. And if we say Michael Jordan jumping in the air with his legs out, we know that is Michael Jordan. So a great brand has a philosophy, identity, and people who bring it to life. So I want to pin all those down into assets. I want to make sure that we've got those three.  

 
03:46 
Dom Hawes 
Okay.  

 
03:46 
Daniel Priestley 
And where would you put influencers if it's formalized? Yeah. Then they're personalities or ambassadors. Yeah.  

 
03:50 
Dom Hawes 
And do you think that's an important part of business to business going forward?  

 
03:53 
Daniel Priestley 
It's massively look at how humans are wired, especially these days. The more confused the brain, the more we go back to our primitive urges. We have primal urges to get to know people, to form human hierarchies, to have leaders, to look for people who are leaders. We don't really like business brands very much. Richard BRaNSON, for 50 years has been telling us to love virgin. He sticks it on hot air balloons, and he sticks it on airplanes and trains and islands and spaceships. He really wants us to love virgin. Only about 200 and 5300 thousand people follow Virgin on Twitter. Twelve and a half million people follow Branson. People love Branson a lot more than they love virgin. Even Apple. Apple runs a fortune worth of marketing through its Apple account. Tim Cook's got twice as many followers. And he only tweets occasionally.  

 
04:49 
Daniel Priestley 
Cristiano Ronaldo, I think 600 million followers on Instagram. Every single football club combined is less than 200 million.  

 
04:56 
Dom Hawes 
Wow.  

 
04:56 
Daniel Priestley 
So one player has three times more followers than all clubs. These are 100 year old clubs. We don't like faceless brands at all. Would we have bought Air Jordans without Michael Jordan? Would we have gotten excited about those? Kind of. Would we have gotten excited about Apple without jobs?  

 
05:13 
Dom Hawes 
Yeah. They all bring it to life, don't they?  

 
05:14 
Daniel Priestley 
They do.  

 
05:15 
Dom Hawes 
It's part of their story. And we want to buy into their story more than the brand.  

 
05:19 
Daniel Priestley 
It's how the brain, it's the doorway. The brain just cannot access the emotions.  

 
05:22 
Dom Hawes 
Without the person, which leads us on to the next one, which is marketing assets. And of course, positioning is an important part of that. While value proposition and positioning, and there's a lot of discourse about both at the moment. And I had a bit of an epiphany this week as marketers and consultants. Of course, one of our outputs is the positioning statement. And of course, there are many formulas for producing them. We're going to look at those, I think, in some episodes in future. Positioning, statements are often used to align communication and team members behind core messaging and to ensure consistency and that kind of stuff. And this is the point. You can define your desired positioning, but your actual positioning is the work that other people bring you. Unsolicited. It's your inbound, if you like.  

 
06:07 
Dom Hawes 
You are who they perceive you to because their market entry point to you, it's what's in their head.  

 
06:14 
Daniel Priestley 
That's what's in their head.  

 
06:14 
Dom Hawes 
Yeah. It seemed to me that really played in almost more than any of the other pieces of 24 assets into key person of influence. Because that one thing that you're known for, the easiest way, the most resonant way to communicate that is through a very clear positioning as an expert in that market.  

 
06:31 
Daniel Priestley 
Yeah. So you want to formalize that in KPI, you formalize your positioning by sticking it on the title of the book. Because if you wrote the book on it, why am I here talking about key person of influence? Because I wrote the book called Key Person of Influence. So there's the positioning. So awards are a really good positioning asset. If you've won a Michelin star that's going to transform your restaurant. SEO actually is a great positioning asset. If I keep Googling a particular term and your name keeps coming up, that is one hell of an asset.  

 
06:57 
Dom Hawes 
Okay. Product assets.  

 
06:59 
Daniel Priestley 
Yeah. So I've got four product assets in there. So I've got gift products, free stuff that you give away product for prospects assets, which is the initial work that you do to win the work, core business products and ongoing product for clients or subscription products. So I break down the product ecosystem into those four products. And when I work with companies, I try and get them to build out all four so that they can give something away for free. They can do an initial piece of work, they can do a transformation and then they can subscribe you to a lifetime of journey.  

 
07:27 
Dom Hawes 
What size companies are these? Are they all size? All sizes.  

 
07:30 
Daniel Priestley 
I work with startups and we plan out their product ecosystem right from the beginning or at least have directionally correct idea of what it might be right through to big companies. Most of the time big companies have got a pretty evolved product ecosystem, but I've met plenty of big companies that have a subscription product. That's it. They might have a gold, silver, bronze version of that, but there's other things that they can put in there and.  

 
07:53 
Dom Hawes 
There are a lot of big companies that are kind of incubating new ideas and they'll try and bring new products or new businesses through to market and I suppose they might be ideal for that kind of.  

 
08:03 
Daniel Priestley 
Yeah, well, a big company tends to be a lot of little businesses that are all bolted together. So ideally, if you want a particular standalone venture within the bigger business. Yeah. Having all four products works well.  

 
08:15 
Dom Hawes 
And system assets. Playbooks. I'm big on Playbooks.  

 
08:18 
Daniel Priestley 
Yeah, playbooks. IT automation platforms. Yeah. Any of that sort of stuff. I break it down into three types of systems, sales and marketing, admin management and operational delivery. So essentially putting systems in those three.  

 
08:33 
Dom Hawes 
Baskets and score app, that presumably is a system asset. So when someone buys that from you.  

 
08:37 
Daniel Priestley 
Score app hits on several. So Score app is a sales and marketing system. It's a really good product for prospects to have an assessment and it creates data assets. So it actually hits a home run. You tick three or four things off once you've got a score app, Scorecard.  

 
08:56 
Dom Hawes 
And the last one. But by no means least the culture assets.  

 
08:59 
Daniel Priestley 
Yeah, and there's another layer, there's a secret layer on top as well. But the culture assets are different to the people themselves. The culture assets are the things that bring the people and attract the people. So if we said that we think that great people tend to work at Deloitte, let's say, well, then the culture assets are, what is it about Deloitte that attracts great people? So if all the great people left and we had to replace them, that would be the culture assets that we have available. So it can be everything from job descriptions or role descriptions. It can be the employer brand, it can be the way that incentives are unlocked. So it can be the structure of rewards, it can be the way that you conduct.  

 
09:42 
Daniel Priestley 
Know, there's some strong culture assets at Amazon, for example, and some of know, obviously folklore, but things like having a spare chair in every meeting for the customer so that you're focused on customer centricity. One thing that I love that Amazon does is they do the future state PR release, press release. So the perfect press release, I think they call it. And that is where you think into the future. We want to put out a perfect press release that explains what this project achieved and all the FAQs. And we start by writing that document and then we work backwards from there. It's those types of things that attract high performers.  

 
10:17 
Dom Hawes 
Yeah, the Amazon thing, I have to say, someone did it on me and it was quite annoying at the time. They did the press release and then the full Q A. And that's okay, I got it. I understand it. But you're then going to try and take that process to the likes of investors. They won't get that at all unless they're really into the Amazon culture thing. But I think that's the thing about culture isn't it's specific to an environment and a company and it doesn't always.  

 
10:36 
Daniel Priestley 
Translate and it attracts some people and it repels some people. The final layer is funding assets. So it's basically the assets that you require to get the capital. So things like business plans and forecasts and de risking. So those sorts of things, basically you end up with this whole ecosystem. It's kind of like this. If you look at a building and you're not a builder, you're not an engineer, you're not an architect, you look at a building and you go, oh, that's one thing, it's a building. But if you understand buildings, you know that there's different systems at play. There's plumbing, there's electricity, there's the structure foundations, there's roofing and waterproofing and then there's the interior and the fit out and all of those things.  

 
11:12 
Daniel Priestley 
So it's actually you're layering on top of each other all these different systems and they all clip together to create one thing that looks like a nice, pretty building to the untrained eye. Once you understand 24 assets, you can look at any business and go, oh, actually I can now see it in its parts. It's a set of systems sitting on top of each other set of things. And I can break it down, I guess, like a doctor, when the doctor looks at a human body, they see it differently to those of us who haven't been trained.  

 
11:40 
Dom Hawes 
So what I like about it is I think that approach of separating them out into the 24 assets makes it really tangible and easy for people to understand and do. And I know there are other EOs out there which is very prescriptive, and you have to do things in a certain way. I like the freedom that 24 assets gives you because it's not dictating the method in which you must do it. It's just saying you must have them.  

 
12:01 
Daniel Priestley 
Yeah, it's just saying these are the things that add value. You might have some already. You might need some. You might have some that need dusting off or improving. But let's go through, have a little look and see what you got and what you need.  

 
12:11 
Dom Hawes 
Fantastic. Well, as before, people can find out more about 24 assets by buying the book, obviously.  

 
12:16 
Daniel Priestley 
Or they can take the 24 assets scorecard.  

 
12:19 
Dom Hawes 
They can take this. There's a scorecard. Well, we'll link the 24 on our show, 24 assets.com. There you go. So go take the scorecard, find out where you are on your 24 assets, and I'll make a mental note to do the very same thing. It's that time again where we take a small break to recap where we are and summarize some of the takeaways so far. Well, for the last quarter of an hour or so, we have been talking about Daniel Priestley's book, 24 Assets, which, to my mind, works hand in hand with key personnel of influence. I mentioned at the beginning, KPI is all about you or those colleagues of yours that you want to position as subject matter experts. 24 Assets is about your company.  

 
13:06 
Dom Hawes 
It's about building things within your business that work independently of you and your team, contributing to the business's growth and stability without taking your time. Now, I've tried to give you a flavor for the book, but there really is no substitute for reading it yourself. So what have we talked about so far? Well, we started talking about IP or intellectual property. Right, assets. We probably all know what those are, but have we all taken the time to formalize them and turn them into protected assets? For example, have you trademarked your most important strap lines, your brands, identities, and product or service names? I guess that's kind of obvious. But have you? If you're a regular listener, you'll know that we speak about Playbooks, a lot.  

 
13:54 
Dom Hawes 
You may remember that when we spoke to Peter Russell Smith a couple of months ago, we identified Playbooks as one of the top three value drivers, along with EBITDA and quality of your revenue. Daniel reinforces the importance of documented processes, or playbooks, as part of your IP asset base. So how are you getting on turning your process into Playbooks? Well, we're taking our own advice, too, by the way. It's exactly what we're doing with unicorny. Our content production process is documented and it's now built into a templated workflow application to make sure we stay on track with production. If you haven't started documenting your own IP, well, I guess now's as good time as any to start. When we talked about market assets, we discussed positioning.  

 
14:41  
Dom Hawes  
Now, this is an area we've discussed in the past, and it's something we're going to come back to in the future as well. We discussed value propositions with Barbara Moreno in episode seven. That was a great conversation, and if you haven't listened to it already, you should go back. It's definitely worth listening to on the episode after. Next, we meet global marketing guru Geoffrey Moore, and he introduces a killer consideration when thinking about the market and positioning your business. Now, I commented earlier that I had an epiphany that your positioning is the unsolicited work or offers of work your customers bring you. Now, after the show, I had a little bit of impostor syndrome, and I wondered whether an epiphany to me is bleeding obvious to everyone else.   

 
15:27 
Dom Hawes 
So since recording that show, I went out and I've been road testing it, and I can report that it is not a no brainer to many. If it's a no brainer to you, bear with me. I've dug a hole, and I'm going to dig it deeper while you fill your pipeline with customers that validate your own positioning, it's only those that convert that are buying your story. So as you move down the funnel, you get closer to the truth of what your positioning really is. What you convert is both who you are and who you are about to become. Because every customer you win is validation for the next one. So if you want to audit your positioning, speak to the last customers who bought or the last customers who brought you unsolicited work. Ideally, you receive work according to the expertise you project.  

 
16:15 
Dom Hawes 
So the assets you create and the KPI campaigns you run should reflect who you are and who you want to become. Now, I mentioned at the end of part one that I'd include an enhanced summary of Daniel's interview because he moves at such pace and has such broad knowledge that summarising today ain't going to be easy. Well, if you think that's not easy, wait till you hear the mind fry he's about to drop. It's big. If you want to discuss this or any other idea, theme or topic we cover, let me know directly through LinkedIn or at Unicorny Co. UK. Okay, prepare to be blown away. We're heading back to the studio. Hey, Daniel, I was really struck while I was doing the research for this show that you wrote KPI 15 years ago.  

 
17:05 
Dom Hawes 
Now, I know I've already mentioned that two or three times in the show already, but what you described back then really is a true reflection of where we're living now. Where are we going? Where does Daniel Priesty think?  

 
17:17 
Daniel Priestley 
Crystal ball time.  

 
17:18 
Dom Hawes 
Yeah, totally. You're obviously a bit of a futurologist to you. What does the next five or ten years look like?  

 
17:24 
Daniel Priestley 
There's a few different ways you'd approach that through the lens of technology. AI is the big general purpose technology that impacts every industry, and that's going to be probably more profound and more transformational than the Internet itself. We go back to when we heard that first dial up noise. Who would have guessed where that would have taken us? And who would have guessed that we would have YouTube and Google Maps and Uber and food delivery, and that we'd live on our phones and all that kind of stuff. So we've just crossed that kind of first moment, the Netscape moment, I guess you'd say, with chat GBT. Obviously that's going to be a massive transformation because skilled labor has been so scarce in the last hundred years that we place such a high value on it.  

 
18:12 
Daniel Priestley 
If you're a doctor or an accountant or a lawyer, that's almost synonymous with being upper middle class, whereas along comes this technology that just makes it ubiquitous and free. And people who are like, oh yeah, at some point in the future, they're not recognizing that the way AI learns is very rapid. So you can give an AI system enough data and it can go from not knowing how to play chess to being the best chess player in the world in 24 hours. It cannot understand how something's done to being the best ever in under a day. So it's only a matter of time before it just piece by piece, gets all the medical information and becomes the best doctor, gets all the legal contracts that have ever been written, and becomes the best lawyer.  

 
18:53 
Daniel Priestley 
Yesterday I dropped 400 lines of data into chat GBT and didn't give it any context whatsoever. And it spat out a report and told me what the data was about and what I should know about it. It was insane. It is mad, absolutely mad stuff. So AI is obviously going to transform everything. There's going to be some really big wedges driven through society. So let me give you the first massive wedge that will drive a wedge in society. AI has two superpowers. The first superpower is to get you to hyper consume. So you didn't intend to spend 2 hours on TikTok and you thought, oh, I'll just check the app. And then 2 hours later, boom. How did that happen? That was AI.  

 
19:29 
Daniel Priestley 
That was AI figuring you out and figuring out exactly which 15 2nd clip would hold your attention while it came up with the next one and the next one. It is wonderful at getting you to hyper consume. It's going to get you to buy stuff that you didn't want to buy, listen to stuff you didn't want to listen to, watch stuff you didn't want to watch, connect with people you didn't want to connect with. It's going to do all of that.  

 
19:50 
Dom Hawes 
It's already doing a lot of that.  

 
19:51 
Daniel Priestley 
It is, yeah. Hyperconsumption. And so one side of the wedge, you've got a lot of humans who are very susceptible to hyperconsumption, especially young people whose brain, under 25, the brain is not fully formed. So it's going to be an endemic situation where young people who grew up with TikTok are permanently damaged by their experience with TikTok, for example. So these people won't be very productive, they won't be able to get much done. They'll just be hyper consumers. And then on the other side of the wedge is AI has this superpower to get you to hyper produce. Hyper create.  

 
20:25 
Daniel Priestley 
So you get these people who are super creative, they come up with an idea for 100 million dollar company and the business is up and formed in a week and it's got its first customers in a month, and it's scaling at 10% month on month, in three months. And at the end of year one, it's well on its way, and at the end of year two, it's worth 50 million, and end of year three, it's worth 100 million and it's sold. So you're going to get these people who just use AI to hyper produce and they'll form teams and it'll be chalk and cheese. You're going to get these people who are stuck. And you're already seeing this in America.  

 
20:58 
Daniel Priestley 
So if you go for a walk in, you know, on every single block is a low level threat from someone who is on drugs and homeless and all this. We're going to divide society in the haves and have nots or the consumers and the creators. So AI is going to do that. But at the same time, the bottom one or 2 billion people on the planet who have been held back, they're going to get super excited about what they can do because they suddenly have access to the world's best educator, GP, architect, engineer, coder. So suddenly that entrepreneur, you know, that in communities that have been suppressed, they're hyper entrepreneurial. You take communism out of a communist country and they all start businesses. Right?  

 
21:39 
Dom Hawes 
What happened in China?  

 
21:40 
Daniel Priestley 
Yeah, right. Mad, very Eastern Europe, very entrepreneurial people. So you're going to take the bottom billion or so people and give them these insane tools and they're just going to rise up real fast and that's going to be glorious. But you're going to have an opposite effect in the West. That'll happen. So that's one lens, I think. The other thing too, is through all of human history, we already had artificial intelligence, or we called it natural intelligence, and it's called soil. And what did we do with soil? Well, what we did is we prompted it. We put a little seed in there and then we stood back and the soil just magically knew what to do with the seed and it grew wheat, and then we just harvested the wheat. Now, if you asked anyone, how's it doing that?  

 
22:22 
Daniel Priestley 
How is that little tiny seed turning into wheat? And how does that happen? We say, we don't know, we call it God, but humans, what was our job was just to plant seeds and harvest wheat. Now, AI is like soil. You put a little prompt in there and we don't know how it does it, but it spits out something of much greater value. In an era where soil is the main producer of value, there's a small number of people who get to own the land called landlords, kings, queens, dukes, duchesses, the aristocracy. They own all the land. Everyone else becomes a serf on the land, right? So their job is just to plant seeds and pick fruit and plant seeds and pick fruit. And hopefully the king doesn't chop their head off.  

 
23:03 
Daniel Priestley 
And we're going to move into that society very rapidly where we essentially have people who own the digital soil, the AI infrastructure, and those are going to be the kings, King Mark Zuckerberg and Kim, Sergey and Larry. And then the rest of us become serfs whose job is to plant seeds and pick fruit on the land, with a few exceptions. So there were merchants. Merchants are people who carved out their own little place of doing things, and they lived on their own rules. So ultimately, now is this moment. You got to get ahead of the curve on this. You got to become hyper creative, not consumptive. You've got to figure out, well, what's my little piece of land that I want to own? I can't own the continent, but I can own this little piece of land.  

 
23:43 
Daniel Priestley 
And how do I get myself into the merchant class as opposed to being a serf? Because for 10,000 years, humans have not been nice to each other. 10,000 years, it's the haves and the have nots. And only for about 150 years have we even thought about this idea of a middle class. And we built it. We constructed it deliberately. So in the absence of those conditions, there's a 10,000 year history that we just go back to neo feudalism. I'm sure you don't like that answer.  

 
24:10 
Dom Hawes 
Well, in a funny kind of way I do. I mean, it's a little bit dystopian, but I can see exactly what you're talking about. And the key to becoming a merchant, of course, is having influence. Yeah, like you have to have a point of view. You have to have an influence. You have to have people who are prepared to, in an emergence case, back in.  

 
24:26 
Daniel Priestley 
Join your ship.  

 
24:27 
Dom Hawes 
Join your ship and trade with you now, same thing.  

 
24:29 
Daniel Priestley 
And you got to have a charter course. You got to become an expert in going from point A to point B. So that's really important. But the world is definitely on a big change. We're about to go through a big change.  

 
24:46 
Dom Hawes 
Oh well, I warned you what an extraordinary and insightful mind Daniel has. And wow, what an articulate speaker. I hope you enjoyed this show as much as we enjoyed making it. Now, there's loads for us to analyse today. And as usual, you can find a transcript and summary observations on today's show notes. The full version of the show notes is available on our website at Unicorny Co. UK. Don't forget, you can also find blogs and other content based around the subject of today's podcast by checking out my newsletter at LinkedIn, looking at the blog page on Unicorny Co. UK. And we'll also publish blogs when the subject is more digitally oriented to stateofdigital.com. I think today I'm going to frame all of my takeaways through Daniel's metaphor that draws parallels between the evolution of AI and historical socioeconomic structures based on land ownership.  

 
25:48 
Dom Hawes 
The idea that AI is like soil really took me aback, but I like it. Before hydroponics and vertical farms became a thing, soil was the sole platform for growing crops. With his metaphor, AI is described as the medium for growth and production in the digital era. Instead of seeds, we plant prompts or inputs, and these yield outputs without the prompter understanding the intricacies of the process. AI, then, is a fertile ground for innovation and creation, capable of transforming simple inputs into valuable outputs, much like soil turns a seed into a crop. I thought Daniel's comparison between landowners of the past and the owners of AI infrastructure as striking as it is frightening for you and me.  

 
26:40 
Dom Hawes 
He suggests that the AI age could lead to a societal structure more like medieval feudalism, where a small elite owns the AI land and the rest of us are no more than serfs working on this land. He describes a destiny with terrifying disparity in control and wealth, like historical class structures, but in a modern digital context, and that much power and wealth concentrated in the hands of so few, it's not a future I want to see. And it brings his published work sharply into focus. KPI was born from Daniel's observation that people with vitality, those who are the irreplaceable life force in their business, will thrive, whereas those who can be replaced, or those who just turn up to work and bring no extra value, well, they may have more time on their hands than they bargained for.  

 
27:32 
Dom Hawes 
So we all need to work at being key persons of influence and developing our 24 assets. Key persons of influence own territory. Daniel owns KPI, which is a piece of territory. He's staked a claim to it, and he's won it through 24 assets. He's now working that territory to create value for him and his team. And that's a model that we can all emulate, too. It's what Daniel refers to as being a merchant. But Daniel's AI metaphor spells out the case for market development or staking territory so plainly that at this stage, I'd say ignore it at your peril. As the marketer in your organization, you are the protector of future value. You develop, manage, and exploit half of the assets on Daniel's list. You have enormous power to protect your business by staking a claim to territory in the new world.  

 
28:29 
Dom Hawes 
How you do it is up to you. But you couldn't choose a better place to start than key person of influence and 24 assets. That's all we have time for today, folks. So thank you very much indeed for listening. Now, if this is your first ever episode of Unicorny, firstly, welcome. Secondly, there's a massive back catalog now of amazing speakers. So last week, of course, was another Daniel episode. Before that, we spoke to Charlotte Lander about senior executives and social media, social's role in the demise of Silicon Valley bank and Credit Suisse. We talked about half naked massage, or more particularly, why it's not a good look for LinkedIn, and how frameworks are a critical asset for crisis management and looking forwards.  

 
29:14 
Dom Hawes 
Next episode, we are speaking to Joerg Klueckmann from Finastra, who's going to answer what would happen if a CMO turned up with a creative vision, and the episode after that. We are, as I've mentioned a couple of times, going to speak to the international legend of marketing that is Geoffrey Moore. We're going to dive into Crossing the Chasm and Zone to Win to discover how businesses should exploit or defend disruption. And if you want a hint, it's all about territory. Now, if you've enjoyed the show, why not hit follow? We would love you to rate or review us on Apple Podcasts or Spotify. It only takes a few seconds, but it means a lot to us. Or if it's easier for you, please recommend us to a friend or post on LinkedIn. Tagging at Unicorny I'm your host, Dom Hawes.  

 
30:02 
Dom Hawes 
Nicola Fairley is the series producer, Laura Taylor McAllister is production assistant, Pete Allen is the editor, and Ornella Weston and me, Dom Hawes, are your writers. You have been listening to Unicorny, which is a Selbey Anderson production.