You're listening to the PT Pinecast,
where smart people in health care come to
make noise.
Here's your host, Jimmy McKay.
Thank you, Voice Guy.
Good morning, health care founders,
marketers,
people who were told to just do more
marketing and are still wondering why
marketing doesn't work.
This is Marketing Doesn't Work,
the show where we pressure test.
what everybody thinks works in healthcare
and figure out what actually builds
demand.
I'm Jimmy McKay,
former Rock Radio DJ turned PT.
I'm here with Andrea Tager,
a fractional healthcare marketing leader
who brings the how,
while I bring the all over the place.
Some will call it wow,
I would call it wow.
If you ever hear me say that.
Let's get into it first.
And I don't know if the sharp eyed
people watching the live stream can spot.
I do have a Christmas tree.
It is currently horizontal on the floor.
We're just going to let it go because
because when your Christmas tree falls
over and you're about to do a live
stream,
you just keep doing the live stream.
Andrea, first step.
We have to pay the bills.
Did I tell you this?
Did I text you this?
We got a new sponsor.
Oh, amazing.
You did not tell me.
Who do we have?
On this show,
and it's only our second episode,
today's episode brought to you by
Patchwork Marketing,
the official marketing strategy of we
tried some stuff.
Need a blog?
Sure.
Social posts?
Obviously.
Google ads?
Why not?
New website?
Of course.
The old one was embarrassing.
Patchwork Marketing guarantees maximum
activity, minimum clarity.
Visit patchworkmarketing.com to download
our free guide.
Forty-seven things to do before asking if
any of this thing works.
The problem is I didn't even check.
Patchworkmarketing.com is probably an
actual website, or if it's not,
would be a great thing to buy and
then direct it towards your actual
marketing website.
All right.
So story number one,
I'm going to introduce this this big idea
by saying most clinics thinks their
competition is the clinic down the street,
the hospital down the street,
the anything down the street,
across the street.
They're like scheming.
And it used to be that way.
Now, in reality,
you're competing with the entire
community.
Internet.
Exactly.
Attention spans, creators, platforms,
algorithms, attention itself.
PTs or healthcare people love to say,
we're the best kept secret.
Yes.
And that is the problem.
In twenty twenty six,
your competition is in other clinics.
It's YouTube, TikTok, ChatGPT, Peloton,
remote coaches and anyone with a ring
light and some confidence enough to turn
the camera on.
Andrea, when people hear this,
They do two things, fight or flight.
They panic or they shut down.
And you can see why.
Once you realize that the guy down the
street isn't the big, hairy, scary,
it's everything.
Which of these internet competitors should
clinics actually worry about or none of
them?
And which are just noise?
When someone finally realizes this or you
whisper this in their ear and they finally
go, oh, oh,
what comes next after the what?
What comes next?
So I think and their reactions are also,
you know, sometimes it's panic.
I think it's defensive.
And I think you don't know what you
don't know.
I think who they should be concerned
about.
There's a lot of virtual.
options that are legit.
So, you know, anyone can, like you said,
put on a ring light and you reminded
me I forgot to turn mine on today.
But anyone can can can just go live
and they're an influencer.
I think there's a lot of people without
credentials that people are following that
maybe they shouldn't be.
We're not worried about them.
You shouldn't be worried about them.
But there are some very reputable
organizations that have figured out,
wait a minute, we can't be corporate.
We have to be the human brand.
And so they have influencers either
internally or that they work with
externally in the organizations that are
sort of doing this telehealth.
And I think, you know,
PT is a good example where I've certainly
heard.
founders talk about telehealth positively,
negatively, because something like PT,
you have to be there in person.
And you know,
there's not a replacement for that.
And you can certainly speak to that more
than I can.
So I think you have to be sort
of, maybe not worried,
but curious about all of it,
and then figure out how do I get
in on that?
So it's not fight against it.
It's how do I figure out like,
who are the ones?
And how do I how do I become
part of that?
Or how do I create my own thing?
Right?
Good.
So now that you have a who, right?
And the who should always be,
I always say, who are the people,
when I'm talking to PTs or healthcare
people,
the question can seem overwhelming.
I try to sort of reframe it and
make it smaller and digestible.
And I always like to attach things to
emotions.
So instead of like, who's your ICP?
Which to a healthcare person,
they will literally like take out a pen
and pad and graph and spreadsheets.
And I'm like...
Bring it down, chief.
Tell me about a person,
do not use their real name,
but who are you excited when they walk
in the door?
If you had a tail,
it would be wagging.
Like, oh my gosh, you have this problem.
I love this problem.
Think about Dr. Pimple Popper.
So we had this conversation with her.
It's like,
who do you like to walk in?
And she's like, oh,
if they have a gigantic growth that's been
there for twenty six years, I'm like,
well, that's weird.
Except to that person with the gigantic
growth.
She is their godsend.
She is the pot of gold at the
end of the rainbow.
And if someone says.
now if if jimmy were to say that
and andre's sitting next to me in a
meeting hey random health care we'll stay
in pt hey physical therapist who's your
ideal if you had a tail it'd be
wagging when they walk in the door and
they go everybody what is because that
happens what is andrew's okay reframe
right so if we're selling to everyone
we're selling to no one um so that's
my hold on wait we say that a
lot what does that mean unpack that
because i think a lot of people have
heard that but maybe they're like i i
could recite that but what's it mean
So what's it mean?
So, yes, technically you can.
Let's stick with PT.
You can care for everyone,
maybe within some limits.
I don't know.
Maybe you can't care for everyone.
But I think like when we want our
business to grow, we go like, yeah,
we're going to just try to target everyone
so we can have the numbers that we
need to have sort of thing.
But to unpack it from a marketing
communications and then actually getting
the right people in the door standpoint,
the right people,
meaning
They are they're the kind of people we
want to treat.
They're likely to return.
They're likely to tell people how great we
are because we are helping them with their
specific thing.
You know,
that's the that's the importance of that
is it's it's everything.
Right.
It's your business.
It's continued.
It's continued growth.
So when I say if you're marketing to
everyone, you know,
you're sort of marketing to no one is
you can't get you can't hit on specific
pain points if your messaging is like, oh,
We do PT, whoever you are,
come on in.
It's too broad.
So you need to get in.
I like the different colors that are
circling through here for marketing
doesn't work.
So you need to figure out exactly who
you are.
Are you talking to the young athlete?
Are you talking to the college athlete?
Are you talking to seniors?
Are you talking to a pediatric, you know,
a mom or dad who has a child
who doesn't even know where to go,
what they need to do sort of thing.
Now,
let's talk about two different things.
And science people often will just want to
lump this all into people.
I like to say, give me their demographics,
but I also want their psychographic.
And they're like,
I don't know what that is.
And I'm like, subjective.
objective and they're like oh got it
because that's the first two parts of the
soap note so tell me who they are
objectively do that part like age gender
diagnosis things you can touch you can
test for like yes this person has a
birth certificate they were born at this
age they are this they are that then
give me the twist the psychographic the
subjective because you say sixty two year
old female
That's sixty two or female might run
marathons every other weekend.
And that should not be discounted.
Right.
And this is where we we get into
the opposite of I can help everybody.
It's niching down.
You've seen these posts usually done for
clickbait.
don't mind clickbait when it's used for
good clickbait is a tactic right it's a
lot of time used for trash but when
when you see have you seen these like
it's usually a dude with a beard in
a blazer and he's like i'm looking for
five guys in cincinnati who make over two
fifty who want to get jacked and get
back to you feel like oh and you're
you're over fifty five but you want to
get back to twenty five
they do for better or for worse have
understood their demographic psychographic
they're like you have money because i'm
going to charge you a lot because i
want to work with five of you you
have to have a pain point of being
this old and wanting to feel this young
yeah so like or dislike those all you
want those are well done now they are
you know typically typically not all the
time sometimes they're not going trash
It's and it's the demographic
psychographic is important for all the
reasons you're saying, you know,
there was a meme and maybe you remember
this better than I do.
And I'm just picturing it's Ozzy Osbourne.
You know,
it's like if you're targeting only on
demographic and then I forget who they
compared him to.
It was like King some I don't remember
exactly.
And it's like this is what you get
if you're targeting based only on
demographic.
Like, yes,
they are the same age and there's some
other similarities,
but they are vastly different,
vastly different interests.
And I think that's the piece that a
lot of people are missing.
And that's why we need psychographics.
and here's why because i don't care what
medium you're using video text image
that's your that's the bait with the hook
in a good way again clickbait bad but
the tactics can be used for good if
you're writing or creating or recording
for that person you're picturing,
but you're making it for everybody, dude,
this is just the wording I use,
and I use it in meetings.
I go,
that's mayonnaise-flavored ice cream.
No one's taking a bite.
I love ice cream.
I deal with mayonnaise.
It needs to be in some stuff.
But no one's going out of their way
for that.
You need to create the flavor of ice
cream that is undeniable for that person
who excites you if you had a tail
to be wagging when they walk in the
door.
And I think a lot of people,
miss in the in health care and i
will come to their defense first and then
i will hang them out to dry first
you probably didn't sit in a class and
you weren't taught this right no you're so
you're trying you're trying and you're
trying to copy and you're putting your own
flavor on it and now here's where i
hang them out to dry that flavor is
mayonnaise flavored ice cream and you
don't copy because you would tell people
you want your cookie cutter treatments are
bad
Well,
then I would say cookie cutter marketing
is bad.
Right?
You didn't understand how you got there.
Show your work.
Why?
Why did Jimmy record a video yesterday on
his off day?
Did you see my Instagram post my real?
I was not even better.
I did.
I was on my Peloton and the instructor
said something which caused me to have an
idea which caused me to write it down
while I was sweating and then I did
the real later and it was
if Avengers were physical therapists,
what type?
So I was like, well, obviously ortho PT,
Captain America, like reliable,
down the middle, right?
Sports PT, Ironman,
a little bit egotistical.
And then I went through all like that.
Now, why'd I do that?
Because I know the demographic and
psychographic of all PTs, but Jimmy,
you just said,
don't make it for everybody.
Ah,
I sprinkled a little bit of something for
each.
five different pts in one video so there
was well did he include me and of
course out of five there's a lot more
types of pts no i didn't include you
so you don't miss the second video which
i dropped this morning and did five more
so that was me working backwards stephen
wrote a really important book called uh uh
seven habits of highly successful people
yep habit two start with the end in
mind right you hear that where's your head
go
Well, that's right on.
And I think you're talking about
mayonnaise flavored ice cream.
That's the wow.
The way I talk about it is it's
diluted.
Diluted at best,
mayonnaise flavored at worst.
If you're starting with the end,
then you know all of the flavors and
you can sprinkle all of those flavors in
where it makes sense.
So I think what you did all in
one video,
that makes perfect sense or in two videos.
I think this is why we talk about
segmentation.
So we can have one flavor in this
medium because we know like our sixty five
plus are on Facebook or something.
That's like the easiest example.
So we're talking and looking one way when
we're on maybe that medium.
And then if we're doing something else,
we're talking and looking a little bit
different while being authentic to the
brand.
Yeah.
Where do people confuse being visible with
being credible?
We see this a lot.
Well, look at these videos.
A couple of years ago,
it was dance videos and people were like,
I guess I have to dance if I
want attention.
And I quite literally was like,
don't dance like i hate dancing i like
going to events but jimmy doesn't dance
why because i don't like it right and
then and then it moved which meant you
never had to actually dance it's just
every so you got all the views but
what was it doing for you got visible
what was it doing for you so how
do people in healthcare marketing ceos
founders up to down to single providers
how do they why how and why do
they confuse visibility and credibility
Well,
so visibility is anyone can be visible,
but not everyone can be credible.
And that is like very simple and basic
to understand.
But I think it's really important to keep
in mind when you're going like, oh,
we got to go jump on this trend
and do this thing.
Right.
Like or even going back to your earlier
question about who should they be worried
about?
You shouldn't be worried about all of the
influencers because they're not all
credible influencers.
I I'm going to be careful if I'm
taking
medical advice from someone on Instagram
or TikTok, right?
Like, so I think anyone, right,
anyone can be visible,
not anyone can be credible.
And I think where founders can in
healthcare specifically can lead into
their credibility,
we have the credibility,
let's figure out now how to get the
visibility.
And, and I think that's, you know, tricky,
right?
So that's why they bring experts in to
do that.
One is quick.
One is transactional.
Yep.
I guess it could be called cheap.
I don't think it's easy to get a
million views.
I'm not saying it's easy.
It's not.
But the question is,
what are you going to do with those
million views?
I mean,
I was talking to a clinic owner the
other day.
He's like, we do well on social.
And then I'm literally in a live call
and I'm scrolling through his Instagram
and I go,
have you audited who's following you?
And he's like, no,
how would I do that?
I was like, well, like,
just like it said, audit.
So I'm scrolling through and I'm not going
to click into every profile.
So I'm sort of scanning.
And then I cheat.
Of course,
I copy all and put it in ChatGPT
and I go,
based on these people's profiles alone,
are they i can't i can't figure out
where they are demographic like uh like
physically where's the demographic where
they live can't that's take too much time
but i said based on their profile alone
are they a clinician or potential client
and it was like sixty percent clinician
and i was like so you're making content
that you think your colleagues would would
agree with that's a different channel this
one's not going to make you any money
getting people through the door that if
you had a tail they'd be wagging so
you have visibility
but no,
the visibility is for the wrong audience.
So you get credibility for colleagues,
but no visibility for clients.
And you have to marry the two.
And so I've done this exercise with a
few clients.
So a few founders,
so for a few founders that I've worked
with,
and I've done some of their ghostwriting
thought leadership in various spaces,
I did that exact exercise.
I said,
let's take a look at your LinkedIn
followers by title, drop it into AI,
and you're going to tell me buckets of
who is following me.
one,
are they the people we want following us?
These are our segments.
These are who we're targeting.
We're targeting these people to grow our
business from a prospect perspective.
We're targeting these people to hire.
And let's see what that makeup is.
And then we can figure out who we're
talking to and how to talk to them.
And then, oh, by the way,
we're totally missing this segment.
So let's figure out a strategy to actually
get those people to pay attention to us
and to follow us.
And when you have visibility,
you're exactly right.
Like, what are you doing with it?
It's not going to translate into a growing
bit.
It feels good.
You know, a great example.
I checked this morning.
I had a LinkedIn post reach fifty five
thousand people and have over one hundred
engagements on one LinkedIn post.
I think that's probably my best performing
post.
I, it feels good.
I'm like, Hey, look at that.
All of these eyeballs,
people are agreeing with me.
They're calm.
Maybe some people are not agreeing.
Feels good.
It's great.
I figured out somehow to like get LinkedIn
to pay attention to this one post I
scrolled through.
Sure.
There were some perspective, uh,
clients on there by and large,
it was marketing folks who were agreeing
with what I was saying.
So I have the credibility, which is great.
And that is one piece of it.
The next piece is I'm not going to
go, hey,
I got fifty five thousand views and one
hundred engagements.
That means I should see my business
skyrocket next month.
You know,
I'll work with those numbers to figure out
sort of what to do with it.
But that's the visibility,
not necessarily with the audience that I'm
looking to have it with.
yeah uh it means you had a formula
can you can you can you take something
that you learned from that post how it
was structured like quite literally like
what was the first line was there an
image was it a video take what you
can from that i go huh because humans
are humany you're going to hear me say
this a lot andrew like you could have
the perfect strategy and you put it in
the world and it flops and you're like
why humans are humany platforms are
platformy
the world is chaos, right?
Or you offhanded,
like before you wrote that, were you like,
yeah, this is- Well,
I'll tell you what I did, Jimmy.
So it's exactly what you're saying.
I used the same structure,
the same format as my last best performing
post.
And I said,
I looked back through the last two weeks
and I go, which performed the best?
And there was one that stood out with
impressions and engagement.
And I go,
what exactly did I talk about?
Let me use that same format and the
same subject.
And it both sort of started with like,
you're spending X amount of dollars on
marketing.
I remember that one.
Yeah.
Right.
So there's one,
I think it was like one fifty or
one seventy five K or something.
This one was like you're spending three
hundred and fifty K a year on marketing.
And then it goes through like how you're
breaking that up.
Because you're talking to different
people, different people.
If I'm spending twenty five thousand
dollars on marketing,
I'm probably not slowing down there.
But if I am spending three twenty five,
I'm going, hang on a second.
How did you know that?
Exactly.
And that is and marketers were largely
those engaging because they've all been in
the seat where we're going, hey, guys,
we're spending a lot of money.
Let's stop.
Are we doing the right things and tying
it back?
And the goal is ultimately to get that
message to founders to go.
If you're spending this much money on
marketing,
you're not necessarily able to tie it to
outcomes like something needs to change or
you're throwing money away.
It's not an investment.
My former boss, shout out to Chris Lloyd,
was my program director.
So program director was the thing Jimmy
always wanted to be.
I always wanted to be on the radio.
And then when I got there, of course,
the metric changes.
Now I want to be like the guy
in charge of a radio station.
And I lucked out that I worked for
a lot of really good, smart,
honest people.
did the work the right way because it
lasts like substance not flash but maybe a
little bit of flash with the substance and
chris lloyd was one of them and he
called these things beauty pageant metrics
so i'll give you an example here's we're
talking about formats and goals pop forty
radio top forty radio the goal was
find the popular forty songs and quite
literally play them.
And when you're done and you hit forty,
you play number one again.
So what you want is,
it was always easier to talk about like
a store or a bar or restaurant.
Top forty wants people to come into their
store
often they sort of don't care how long
they stay because like we're going to beat
the hell out of this song like you're
going to be sick of us but then
you're going to go away then you're going
to come back we want you to go
away come back go away come back right
so their cue their cumulative audience was
high like how many different people came
in one time or multiple times that was
high right their tsl time spent listening
time spent watching a video time spent in
your restaurant was short
They'd come in,
listen for three songs and like, OK,
I got my sugar fix, but I'm out.
It's too sweet.
Like,
give me something to flip it to where
I was, which was rock radio.
We wanted as many people as we could,
but we wanted that time spent listening
longer because an advertiser would say,
if I run ads three times a day
on your radio station,
how many are going to get heard?
That's why when digital billboards came
out, I was like, they're like,
it's cheaper.
I go, yeah, but I'm getting one fifth
Right.
The exposure.
So why am I paying the same price
for one thing?
Yeah.
Well,
you don't have to pay for the print
cost.
And I go.
I have no problem with that if I'm
getting the visibility.
That was my problem with that.
So it was like the cost staying the
same.
So beauty pageant metrics are,
listen to how many people,
look how many people listen to us.
Look how many views you got.
Are they the right people for the right
reason for the right amount of time?
And if the answer is yes, no, no,
not good.
It's gotta be yes, no, no.
Like you can't just have beauty pageant
metrics, looks great,
Doesn't do much off stage.
So keep that in mind.
Yes.
I know your clinic is doing the dance
trend.
What's that saying about you?
There's a, there's a, there's an,
this is the last thing I'll say before
I let Andrea talk again.
Cause I realized I'm talking for a long
time.
There is an Instagram account called
bullshit physio or bullshit rehab.
I'll put it in the comments.
And it's this crotchety old dude.
And I love this guy.
He does like the videos where he's on
camera, but then there's like,
he's like a green screen and he's showing
like other posts behind.
And he's showing like PTs doing these like
dance trends or whatever.
But here's the thing.
If that's who you're trying to attract,
good.
But it's not, he's like,
and he's in spinal cord.
So like, that's a specific type of recap.
He's like,
imagine having a spinal cord injury and
like being nervous to like put your,
body or your kid or adult you know
parents body in this care and they're over
there doing like stupid douchey dances and
if that's the case like he's just like
yeah no wonder take no wonder no one
takes us seriously now his audience are
other pts it's different than business to
consumer exactly understanding who your
audience is has to be i know simon
sinek says start with why
I think you and I both agree it's
start with who.
Once you get to why,
things start to pop.
That is.
And I think this start with why,
just quick aside,
is I think you should always be grounded
in your own why as an organization.
Why are we doing this?
Why are we collectively pulling together?
What is our why?
But when you're looking at what you're
doing externally-
you need to know who you're talking to
before you can,
because then once you know the who,
then you can figure out their why.
You can't figure out their why.
I mean,
I guess if you're sort of thinking
generally, you go, why?
Oh,
people are going to come to me because
they need PT.
Who's they?
What's the PT that they need, right?
Like, so,
and I know like having been in the
PT space,
I know that like it's very different if
I'm a mom looking for,
a physical therapist for my child,
I'm looking for a very specific thing and
you better be speaking to me.
Right.
And if I'm an athlete,
I'm totally different.
I was talking to a person the other
day who had an app or a product
that was designed for people with stroke.
And I was like,
and so as a marketer,
sometimes you have to actually be able to
like delete
preconceived and assumptions.
Like it's hard.
It's called the curse of knowledge,
especially as a PT.
I come into a talk to other PTs
and I'm like, well, we're PTs.
So we know the same thing.
I'm like, no, we don't like,
I know what you know and vice versa.
And I remember like one of the first
questions was like, who,
who do you need more of at your
website?
And he's like people with stroke.
And I was like, Oh my friend,
people with stroke are not Googling.
I shouldn't say any of them,
but I was like the P the person
you just described severely hemiparetic.
aphasia cognitive issues my friend they're
not making the decision and he was like
like you saw the light bulb go what
and i was like you need to talk
to me my dad had a stroke you're
talking to me about my dad that's a
different pain point and literally the
guy's eyes were like oh expletive i think
we've been saying the wrong things i'm
like that's why you're here with me
It's exactly,
I had a client a couple of years
ago who, and I won't say the industry,
it was within healthcare.
And they sort of came in going,
we're talking to,
who ultimately would have been the end
user patient.
And after like having a conversation and
going,
I'm not an expert in your sub industry
of healthcare,
but I think we're going down the wrong
path.
I think it's actually the adult child.
Correct.
of the senior um and we validated and
that's what it was and you are talking
very very different like the messaging the
visuals the media like the you name it
right like they are two completely
different things if you're talking to an
adult child versus a senior very different
is it dinah shore or one if i
can't remember who the like commentator
who now does a thing called a place
for mom yes that's like place for mom.com
and twenty years ago i remember looking at
that like the cheesy commercials and not
understanding it
until my parents got older.
And then it was the exact,
the message has not changed from a place
for mom.
Cause you're like, what do I need?
A place for mom.
Like, I don't know what to do.
And they're like, we have you,
but they're talking to that adult child of
the person.
They,
they deeply understand that demographic
and psychographic.
It's exactly.
you have all the budget you want,
which is I think about,
about one of your posts and you're firing
at the wrong audience,
you will blow a lot of money and
then say,
then you will look deep into the camera
and you will say marketing doesn't.
Right.
And I've worked with two senior home care
clients now at this point.
And that's exactly right.
Like it has been validated.
You are speaking to,
and just like any other, you know,
figuring out who your persona is,
they have very specific emotional,
pain points and you need to solve for
that within healthcare.
It's always an emotion.
This is why I got into not selling
widgets, right?
Like people have asked me like,
why do you love healthcare as a marketer?
Because I want to help promote for people
to be healthy and well,
I don't want to sell widgets and there's
nothing wrong with promoting widgets.
It's just personal.
I like to marry sort of professional and
personal.
And people are making emotional decisions.
I've worked in the urgent care space.
You're bringing your child who's sick or
broke a bone or has something going on,
working in the senior care space.
As a child, you're going,
I need to navigate this.
I have no idea where to begin.
I'm feeling all of these feelings.
My parents are feeling feelings about loss
of independence.
I mean,
you really need to be getting into the
mind of where they are.
People get very,
very myopic when it's an emergency.
That's why things like the things to push
on emergency exits are huge and gigantic
and you cannot miss it.
Right.
People will panic.
Andrea,
do you know what the worst thing to
do in a panic situation is?
This is from my dad who was a
New York City firefighter.
He asked me this once when I was
like eleven driving in a car.
Is this a real question or is this
a trick question?
I don't know.
It's like a trick.
He was like, I'm eleven years old.
He goes,
what's the worst thing to do in a
panic situation?
I was like, I don't know.
And he's like, panic.
Panic, right.
And then he was like very,
I was like, well,
that's a douchey dad joke.
Because he said it's a panic situation.
Your reaction should not be panic.
And that's a marketer,
but keep in mind what you just said,
in urgent care,
it's three o'clock in the morning.
My kid has a hundred and six fever.
Is this emergency room?
Like, I don't, help me make the two,
I need, I don't even do something.
Like it's why it's in case of fire,
break glass.
Like fire, glass, got it.
There's your marketing.
And I'll tell you,
a popular piece of content with our mom
persona in the urgent care space was
literally a graphic urgent or emergent.
Because if I'm a mom going,
my child has a high fever or they
were just stung by something or they fell
and it looks like it's something,
I'm going, what am I doing?
Do I need to run to an emergency
room?
Can I go to an urgent care?
Do I call the doctor?
Do I call the nurse line?
Like, what am I doing?
And it was a very popular piece of
content and it was simple.
It was super simple.
Yes, agreed.
But think about those two words if you're
the average person,
urgent care and emergency department.
I'm like...
okay yes those two are different and so
what you need what i would do is
you know you know the persona i would
bring in for the best advice my cousin
colette who was an emergency room nurse in
brooklyn has done like essentially every
nurse job she's an np now and she
runs she does whatever she wants because
she figures out what needs to be done
she's the person who will and i love
her i'm not saying anything i don't think
she'd mind she'd be like these people come
to the emergency room when they should be
going to urgent care and i'm going colette
but like
I have a degree in PT.
I don't know that I would make the
right decision.
Because then you've also said,
this person had a broken whatever,
and they just went to urgent care.
Well, they should have.
I'm like,
you have to understand that person,
Colette, I need you.
They're not as smart as you.
Right.
It's like I like to say,
you guys do this every day.
And I say that as a consumer.
If I have a bad experience,
I gently remind the person on the other
end, I'm sorry.
I can tell you're losing your patience
with my questions or ignorance.
I don't do this every day.
You do this every day.
Right.
And we were really fortunate in urgent
care space that we were founded and
staffed by former emergency room
physicians.
And so I would go to them and
just like soak up as much content as
I could.
They were the ones I'm not the one.
Right.
And I would take that and spin it
and go, who am I speaking to?
Where are they?
Let me take what you just said and
then translate that for them.
That would be a great piece of content,
those things where people ask a question
and then stand on one side of the
video.
There's like, emergency room, urgent care.
And you're like, fever of one oh two.
And you're like, urgent care.
Such a great, yeah.
bleeding that can't stop from,
it hasn't stopped for more than fifteen
minutes, like, whoop, whoop, whoop,
emergency, or whatever's closer, like,
whatever.
But it's good to see it's not just
the answer,
because the answer doesn't stick.
You need to start creating reasoning
patterns in people who don't face these
every day.
My dad would always say,
when the bell in the firehouse would ring,
it means someone has already tried some
things.
Usually,
there are some people who call the fire
department for everything,
but most people are like,
I only want to push that button because
I want to get in trouble.
Right, right.
I don't want to bother them.
Then my dad would say, they waited.
They should just call us in the first
place.
This wouldn't have burned three floors in
a building in the Bronx.
And I'm like, but they don't know.
Until it hits like, hey,
our Christmas tree is on fire.
Like,
do I get a do I get a
extinguisher or do I immediately call nine
one one?
Like,
I'm probably going to try to fight it
myself because now I'm embarrassed,
like choking.
My dad was in a steakhouse thirty years
ago and it's a New York City fireman
since he was twenty something.
Dude was used to scary situations,
starts choking on a piece of steak.
Do you know what his first reaction was
to do?
Go to the bathroom alone.
Because he's like,
I was immediately embarrassed.
He said, I got up from the table,
was having dinner with another fireman and
the other fireman's wife.
He said,
I would have been dead unless the other
guy looked at my face and was like,
I've seen that face before.
Realizable.
You're not going anywhere.
And he gave him the Heimlich in the
middle of the restaurant.
And then he goes back to work the
next day and goes, we're doing drill.
We're doing Heimlich maneuver.
And one of the guys there was like,
that's a little basic.
And he's like, I almost died yesterday.
And he's like,
I've been doing this for twenty five years
and I fell for the trap.
And so that's the importance of the
constant education.
So when I have a client who's like,
we don't need that kind of content,
we do, right?
So we're not going to,
and this is where it gets into like,
you need to understand the outcome,
but you also have to understand not every
piece of content you're going to be able
to track back to go.
That's the thing that drove it.
But it's really important that you are
educating people on the thing that you are
providing repeatedly, like basics, right?
In radio terms,
it would be right now at halfway through
the show, me saying,
welcome to Marketing Doesn't Work with
Andrea and Jimmy, who have, I don't know,
combined, seventy, thirty.
A lot of years, twenty, forty.
Technically, if you really want it,
I started doing the morning announcements
in sixth grade in middle school and I
made them a radio show.
Like what I did was I read the
cards in sixth grade at eleven.
And then I was like,
What if I put something funny in between
this card and that card?
And I did it with a window to
the office, with the principal's office.
And the women in the front office would
giggle.
And I was like, ooh,
if you can make an adult giggle,
that's next level.
And then I just slowly progressed.
That's what marketing is.
So the only thing I would add to
that is,
I know you've been marketing this message
for four hundred million weeks.
Someone is finding you for the first time
today.
And the person who's been listening for
four hundred weeks still needs to be
reminded of what your basics is.
Sports Center still says we are top ten
plays once a day,
every day for a billion years.
We do top plays.
We cover all sports.
You don't.
Don't fall to the curse of knowledge.
Tony Meritato checking in live.
He's a guy who understands this and was
not trained in this.
He figured it out and got real good
at it.
I'll say this.
Here's a good example that I was actually
going to bring up on our live stream
with Tony the other day.
which we do Tuesdays and Thursdays,
eight thirty Eastern called PT Breakfast
Club.
See how I just slid that in there,
Andrea.
That's just years.
I wanted to talk about this.
And Tony, maybe we will.
I think it's brilliant when your client
says we need fifty different types of
content.
I just say I just say,
will it blend?
And they go, what?
Like a blend of marketing mix?
I go, no, quite literally.
There is a company called Blend Tech.
and they do very little marketing.
Have you seen this channel before, Andrea?
I have not, no.
They have a blender.
Andrea, you're gonna be the consumer.
What kind of blender, Jimmy?
They have a blender.
What kind of blender, Jimmy?
This will blend anything.
Really though, anything?
Like anything?
Anything.
So the question is on their YouTube
channel is,
will the new iPhone twelve blend?
Oh, wow.
Will car key fobs,
I saw a dozen golf balls,
will an Amazon Echo blend?
And they are quite literally,
a guy in a lab coat is putting
an Amazon Echo into the Blendtec blender.
Like, look, he's got safety goggles on.
And he's like, look,
there's a handful of Crayola makeup
markers.
My kids would love this, by the way.
This is a ridiculous, ridiculous,
nonsensical channel.
And then wait till I scroll down to.
How many eyeballs?
Seven years ago,
six hundred and thirty six thousand views.
They have eight hundred and thirty eight
subscribers.
Do all of them need blenders right now,
Andrea?
No, they don't.
But when I go to buy a new
blender, I want one that doesn't break.
Exactly.
I'm not blending golf balls,
but I do want to make a smoothie
or a frozen drink by the pool.
And I don't want it to get jammed
up.
And I know a blender is a transaction
because it's like I'm going to buy one
every year because they don't make them
like they used to and the motor is
going to whatever.
It's not going to blend.
Blendtec is literally like –
Expletive that.
Will it blend?
And then so the whole channel is called
Will It Blend?
And you're like, I've got to see.
Got to see.
Well, twelve golf balls.
There's no way.
No way.
Go to their channel right now.
Look up golf balls.
And the answer is,
I'm not going to tell you.
But do you think they would have done
it if not they tested it out?
Of course.
Right.
I can tell you they have the strongest
blender knives,
whatever the thing at the bottom of a
blender,
and the biggest torque in the most miles
per hour.
They didn't tell me about their features.
They showed me.
So two things.
This reminds me,
going back to infomercial days,
Ginsu knives.
Oh, I remember those.
They cut out.
They were cutting through like metal.
And it's right.
It's like if it can cut through metal,
it can cut through steak or whatever it
is.
But the other thing you said, you know,
I'm not in the market for a blender
right now.
And this goes back to what we were
talking about in our last episode about
customer journey and why I don't subscribe
to top of funnel, middle funnel,
bottom funnel.
Yes, if we need to bucket things,
we will.
But not everyone's on the same journey.
You need to understand what journeys
people are on.
But I may be looking at blenders,
for example, for months.
And then I'm going to go, oh,
I need a blender.
Right.
Like someone may have an impulse purchase
where they go, oh,
my blender just broke yesterday.
I, you know, whatever.
So that's why we need to be consistently
pushing out content.
Yeah.
The right person.
Do you want to like an extreme example?
Extreme examples are sometimes cute,
but like not always helpful.
But this is this is a big one.
Yeah.
The Ginsu knife would cut a can,
a can.
Then it would like slice a tomato,
like paper.
And you're like,
I could tell you all day that it
could do,
but my favorite day in third grade was
show and tell because of the shop.
We told people all day,
when I told people I bought,
had a new scooter or whatever it was,
that's cool, but check this out.
You can do that without having the scooter
though.
Gotta show them though.
That's where a story comes into it.
What was I just gonna talk about?
If the goal was,
we're talking about beauty pageant
metrics, visibility versus credibility,
you could get more views advertising on
the Super Bowl than you could in F-one
racing, right?
For pound for pound, inch for inch, right?
Because the Super Bowl is once a year,
so it's a spectacle.
You could probably,
and I think we could fact check this,
I'm gonna guess,
Super Bowl trumps, just a little bit,
Wimbledon.
They're both big.
But F-one and Wimbledon have different
audiences.
So Rolex will not sponsor the World Series
or Super Bowl or any of those things.
And they could get more views by doing
the entire NFL.
For what they spend on Wimbledon or F-one,
they could own the entire NFL.
But the person that's going to buy a
Rolex, they might be there,
but they're more likely to be watching.
And what they also say is, dude,
we're not Timex.
We're not takes a licking and keeps on
ticking.
We're Rolex.
You buy this because this is a time
piece.
So you're saying something about your
brand simply by where you put it and
where you do not.
Where you do not.
You're exactly right.
And the vanity metrics, you know,
those beauty pageant, as you say, metrics,
you could get all the eyeballs in the
world.
But if they're, you know,
if it's like thirty percent of your
audience versus seventy and you just spend
all of this money and now you're showing
the seventy percent,
you're diluting your brand potentially,
depending on looking at it.
But Andrea,
if you're sitting there in the C-suite and
you're the marketing chair and you're
looking at your bosses going,
how do we do?
And you're like,
views are down this quarter.
You have to immediately go, that's good.
I told this story before.
I was working for a healthcare
organization and we changed, we're hiring,
or what do we say?
Apply for a job.
And I changed it to,
we're taking commitments.
the number of total commitments job
applications same thing i didn't razzle
dazzle the what right i razzle dazzled the
whatever the the the the message the
number went down but number of qualified
applicants commitments our batting average
was higher they did it six months later
they changed it back why it emotionally
didn't feel well for the hiring team and
we had money and we had metrics to
prove it
It's it's so common to me, the story.
I mean,
it's the same sort of psychology around
like get on the wait,
like get on the exclusive wait list or
something.
Right.
It's like but the commitment like that's
such a strong you're like, wait a minute.
I want to commit to this.
I'm the type of person that you're not
going to be committed.
I don't even want you to bother my
hiring team's time.
Exactly.
And that sends a signal.
I stole this from,
I won't even tell you where I stole
it from.
I'll give you a hint.
I stole it from one of the four
branches of the military.
Which one did I steal it from?
Which one's the elite?
The elite.
Which is the one that doesn't want you?
It's the Marines.
The few.
Right.
The few that, thank you.
I was thinking of that and I was
totally blanking on Marines.
I know.
Exactly.
The Marines fight club people.
They're like, well, I want to do whatever.
And they're like, no, you're not.
I don't think you're good enough.
You hear Marines and you know,
you immediately have an association with
what's happening.
The white people are like,
why can't I come in?
Like, you want that person.
Screw demographic.
You want that psychographic.
Why?
Because that's the guy you want.
The Marines are like, that's who we want.
And you guys can have the rest.
It's just amazing to me that it's so
obvious.
And the other three branches don't do it.
Because you don't want those people in the
military at all.
Or maybe you do need to fill numbers
because maybe you'd have to.
But what story are you telling?
All right.
I didn't think we'd talk about this for
that long.
Well, it's good stuff.
Which means...
All right,
let's tee off the second story or a
second topic I want to do.
I did a post and then a video.
Videos for me have been performing not
well at all on LinkedIn.
I feel like LinkedIn has now made a
big shift backwards.
They've changed the algorithm.
They've changed back.
They go like, oh, wait a minute, videos,
TikTok.
And then they were like, ooh, ooh, ooh,
ooh, ooh, pulled it right back.
So I pulled back and I'm not doing,
I mean,
I'm trying it just to keep poking the
bear, but it's not doing anything.
So I actually stopped doing it.
Why?
Well, why not just share it there, Jimmy?
Because I think it might negatively affect
me.
So I'm not,
I'll wait until the needle comes back.
But I am into long,
I have strong hook, then deep thought,
show my work posts.
And I did one that says this,
healthcare loves to argue about cost,
access, and staffing.
They're all valid.
but underneath all of it is one problem
everybody looks at like a turd on the
carpet
At Christmas dinner,
everyone's looking at it going,
I don't want to touch it.
Who's going to touch it?
It's not my problem to solve.
I was given great advice long ago.
The definition of innovation in anything
is finding a problem no one wants to
solve, making that your problem.
And then by definition, you're innovative.
It doesn't need to be technological or
with lasers or with AI.
Simply solving a problem.
The most basic thing,
solve it and do it well.
So here's the thing I think is lying.
It's a bigger problem and it's deeper than
cost, access, and staffing.
And I will die on this hill.
And I think the answer is friction.
Here's what I mean.
Every no-show, ghosted referral,
patient who fell off the plan,
every burned out clinician,
the same root cause.
Friction to schedule,
friction to understand,
friction to follow up,
friction to stay bought in.
And I'm sitting here going,
now I'm going to parallel this with
something the audience can see.
Because they're going to go,
I can hear them already as they're reading
or watching the video.
Well, actually, Jimmy,
it's a little more complicated than that.
I swear,
I will come through this phone and what's
actually slap you.
the answer is friction could you imagine
andrea you're the ceo of a little company
called netflix and when i sign up i
don't even not even sure how to sign
up because you're gonna ask me for forty
two pieces of information and then i've
got to get on a wait list to
maybe push play in two weeks how many
people do you think would stick around and
this was this was yeah zero and listen
netflix understood it their original
business model had a ton of friction in
it it was fric it was less friction
than
They're predecessors.
I have to go to the store and
then I go to the store with that
movie's out.
Kids, Netflix started with DVDs.
DVDs.
I did a case.
So we in grad school,
I did a case study on Netflix and
their origin and where they should sort of
go to.
And that's what they started with.
And I don't know that this generation,
the younger generation might not know what
a DVD is or a CD.
So I love telling my young kids about
these things.
You had to wait for a physical copy
of the movie to then put into a
player and play.
instead of scroll and play,
but they saw they went to where the
puck was going.
But could you imagine now trying to
compete and you've got to sign up for
two weeks?
Now that might work if you're like
Bergdorf Goodman and like you have to get
into the club before you can.
But again, right, that's their audience.
It's a premium offer.
Like this is it's exactly it's the Rolex
thing, right?
So where do you think
friction lives in healthcare.
I don't care if it's urgent care, PT,
like just say the quiet things out loud.
I am so glad you asked, Jimmy.
This is a horse that I have beat
for many, many, many years.
And I know you, I think,
started or prefaced by saying like access
is on that list.
That's not really your,
but I'm going to define it.
So for me,
I have continued to say across different
types of clients within healthcare for
many years.
Friction is a problem if people can't
easily access you.
So if they can easily find you easily
access you,
that is friction and we are going to
lose them or we're spending a tremendous
amount of money to push them through money
and effort.
And that doesn't feel good for the
prospective patient.
That doesn't feel good for the people who
are working there.
So, you know,
let's like very simple example.
There are still health care organizations
that do not allow you to schedule online.
mind mind-blowing and i have sat in
boardrooms jimmy i've sat in boardrooms
and i've talked about we are not a
healthcare company or competing against
healthcare companies we are competing
against the consumer experience and i did
a talk on this at a healthcare
communicators conference a few years ago
we have to
think about ourselves as one more thing to
do on a person's list on their phone.
I can very easily schedule my groceries to
be delivered.
I can easily schedule my groceries to be
picked up, whatever it may be.
But Andrea, we are not groceries.
Cool.
But when you are in a specialty
healthcare,
especially when there are other
competitors and I can easily go on their
website and go,
I want to see you next Tuesday at
two o'clock, check done, add to calendar.
And you're making me either fill out a
form to request and wait to hear back.
Forty eight hours later or probably not
hear back because no one checks their
inbox when you're filling out an online
contact or I have to get on the
phone with you or.
Oh, stop, stop, stop.
What was that word you just said?
Phone.
I'm not getting on the phone.
You want me to call you?
That's insane.
Insane.
So let's play this out.
Like, you know,
we talk about the younger generation not
wanting to make a phone call.
I don't want to make a phone call.
And I'm not the younger generation.
I will make a phone call if it
is absolutely necessary.
But if I can book an appointment with
my barber...
And it's not that I don't want to
call.
It's that I understand that easier ways
exist.
And I'm confused why you're making me do
a harder thing.
Exactly.
You know, twenty years ago,
thirty years ago, fifty years ago.
I don't know.
I'm not good with time,
but like phone was not the option.
Then also it became the option.
Like you mean I don't go down and
then put my name on a list like
that was easier.
But now that the easier thing exists.
You cannot ask them to go back.
I'm sorry.
And, you know,
it's and I think it's not being lazy.
So I think there's this like it's really
just it's smart.
And, you know,
especially if your target demographic or
your target persona, like, you know,
I go back to a lot and like
women are the health care decision makers.
So a lot of companies I've worked with,
I'm targeting moms, I'm target.
I'm very busy.
I have a million this, you know,
you sort of think about this week.
It's spirit week.
It's Christmas week.
It's bring teacher gifts,
bake this for all these.
I'm sitting at a stop sign or a
red light and I'm going, oh, shoot,
I needed to do that thing.
I pick up my phone and I do
the thing and then it's done.
I'm not going to get on the phone
and I'm looking at my calendar and I'm
like, oh, wait a minute.
Oh, yep.
Let me get you a snack.
You need a slide rule.
And I don't even know what a slide
rule is.
I know it was just used in Bugs
Bunny cartoons to signify way over
complicated.
Way over complicated.
And so that is friction.
And that's also an access problem.
So if I cannot...
very easily schedule an appointment with
you.
That friction has now caused me to not
have the access.
If I need to reschedule,
like this is why,
this is not a marketing problem.
I was just going to go there.
Keep going.
I think it is, but hold on,
keep going.
Exactly.
So this is a multifunctional,
like I get at the table with operations,
with customers, with client,
whatever you want to call.
And,
and that who that's who needs to be
at the table because I'm going,
wait a minute,
I'm spending a lot of money to get
a prospect here.
I get their attention.
I tell them what we do.
I get them excited.
And then this,
I get them here and then it goes
drop.
I promised them something and you are not
delivering on the promise that I made.
And that is why they don't do anything.
And we've now failed this prospective
patient who needs care.
And you've also failed the organization.
Flash across marketing doesn't work.
But wait, marketing does work.
You broke the customer experience for me.
And so I have sat at many tables
and I've beat that horse, Jimmy, about,
you know, and that's just one example.
Online scheduling, please.
Engineers would call this and I loved
hanging out with engineers because I was
like,
you guys are way too smart for that.
But I like peeking in and they would
they would call it like we would be
designing something in the radio station
or not me.
I mean,
I would just tell them what I want
and they would work backwards.
And I'm like, it's not working.
we're not there yet and i'm like how
do you know where to look and they
just go we look for points of failure
and i was like well yeah but what
is that and he's like anywhere it goes
from a thing that i know is working
to another thing that i know is working
it's the space between so you said this
isn't a marketing problem this is an ops
thing i'm like but that's where the
handoff from marketing to ops goes and
that is that that is a divide
Because it's like this.
It needs to be like this.
And I'll tell you,
it's the point of failure.
My friends and family don't love this
about me, but it's an occupational hazard.
I look for what could go wrong.
Right.
And in marketing, you need to do that.
And a lot of times the fix to
what could go wrong is not a marketing
solution.
Right.
It's an operational solution.
And that's why you need to be at
the table.
And there needs to be clarity because
marketing isn't just creating pretty
pictures and getting the word out.
It's then what happens.
Like I worked in an organization where
patient experience had a dotted line to me
as the marketing leader,
because if I got you this far,
And then it was a really port like
there was a you know,
they weren't scripted on what to say when
they answered the phone or there wasn't an
easy intake experience.
The worst thing, Jimmy,
I know you've probably experienced as
well.
I do make an appointment.
I fill out information online.
I get in and then you hand me
a clipboard with seven printouts that I
need to fill out.
I don't want to do that.
I don't want to fill out seven pages.
Twenty five.
Right.
Six in a week and a half.
then what are you doing with this where's
my information going and why are you
asking me again like give me a portal
i will fill it out online and make
it so i can log in with my
gmail because there's no possible way i'm
gonna remember your random login and
password after the after twenty minutes
but then the i.t person yelling at me
don't use the same password across
platforms okay okay exactly and yes i
understand why but that's dumb
And on the, it's dumb.
And so that's the front end friction.
And then you think about the back end
friction, again,
have worked across a number of healthcare
organizations.
And I'm going to say this and then
I'm going to say something else, right?
So on the back end,
there is a tremendous amount of friction
with like,
so I can't tell you how many times
I couldn't have a CRM,
but I had to work within an EMR.
Hey, where do all of our content?
Oh, yeah, just go in.
I don't want to go in the EMR.
I am not a clinical person.
I should not be touching that information,
but that's how it's built.
Well,
the EMR doesn't integrate with HubSpot
because
OK,
so then our internal friction becomes an
external experience problem.
Yes,
because now we're going to fill this out,
fill this out.
Oh, wait.
You know,
I've worked at more than one place where
I go.
Where can I see who opted in for
email?
Pretty simple question.
Oh, well, you know, we ask them that.
Oh,
but then they have a different platform
for text and a different platform for
marketing emails.
And I'm like, guys,
like we're like violating something here.
And so then it becomes a poor patient
experience problem.
So I could talk all day about friction.
The company that begins to solve it,
we just said innovation doesn't have to be
fancy.
but I see friction points all over.
I know Tony Meritato,
who was watching a minute ago,
he said he knows practices to send twenty
pages of paperwork and will not let a
new patient schedule if they don't fill it
out and submit.
I don't know if he's still watching,
but Tony, how long is your wait list?
And I'll just let him answer because I
know the answer.
And this is the right answer,
which is backwards.
And I'll let him answer.
But why?
You're going to have to get those twenty.
Let's just pretend you have to get twenty
pages of information.
That's why my solution, someone was like,
well, Jimmy,
what would you do to fix it?
There you are on the internet,
just throwing out problems,
but no solution.
And here was my answer.
Tell me if I'm wrong.
And I know this is gonna be an
oversimplification,
but that's where you start.
The answer is you put one person in
charge of this.
What's this?
The biggest friction point.
I don't know what it is.
Is it front-end friction,
back-end friction?
Somewhere in the middle.
Let's just say it's front-end.
Might as well go along the timeline.
Can't schedule.
Got it.
Your only job for how long?
Until it's done.
Until it's fixed.
How much do I have to spend?
Infinity dollars.
Tony's wait list,
twenty-seven minutes long.
He's like, where are you?
Hey, do you have any,
where are you right now?
I'm on route twelve.
Yeah, all right, so make the next right.
Go by Steve's Bar and Grill.
Come on in.
Tony understands what business he's in.
He's in the immediacy business.
The immediacy business.
I want to get in.
One, let me schedule.
Two, get me in, right?
I don't want to be scheduled for February.
So you put one person in charge of
solving the biggest problem.
If you are sanding something,
start on the biggest nub and sand that
until it's not the biggest nub and then
go to the next biggest nub.
It's like in golf.
Golfers will get this.
Putts.
Well, first of all, the guy,
if you're all in the green,
it's the person furthest away from the
hole.
And then if you putt and you love
these words in golf, you're still away,
which means you're still, you putted,
but you're still the furthest away.
It means you go again, you keep solving,
you keep putting until that friction point
till that ball's in the hole.
Then you go to the next furthest ball
and you keep putting till that's in there.
And you're,
that person has authority to make that
decision, not a committee,
Right.
You're given the tools, the training,
the time, the authority,
the people and control over the process.
Notice I haven't said one app or one
meeting or one checkpoint because you have
to.
And here's why.
A lot of people love.
Tony said,
imagine if you if you walked in right
now,
you'd be doing therapy in three minutes.
Tony understands what he's doing.
Imagine Tony ran like Atletico.
What that would do.
He could wait list.
No such thing.
You walk in, look, we have therapists.
We'll figure it out.
That's supposed to be our motto,
we'll figure it out.
You have to put a highly trustable person
in this position because they're gonna
make big decisions.
Allow them to make big decisions.
Allow them to allow them.
Right.
Because if you're telling me the
difference between because everyone's
rattling the cage,
reimbursements going down,
APTA is not doing nothing.
OK,
what are you doing about the biggest
friction point in your business?
Well,
I posted about it three times on a
Facebook group about how the APTA sucks.
How'd that work out for you?
Did you track how that worked out for
you?
No, but I got thirty eight likes.
That's awesome vanity.
good credibility,
did it solve your kids not going to
college because no money problem?
If the answer is no,
the fuck are you doing?
And I don't drop F bombs often,
but what the fuck are you doing?
If you're saying this profession is go
whenever someone's like, oh, hey,
I'm nineteen years old thinking about
becoming a PT and you can't wait to
dog pile on and take a dump on
this profession.
And you're like,
I don't know how we're going to debt
is here and reimbursements here and our
salaries are here and you're not solving
this.
You're the dumb ass.
You are the dumb ass.
Because no one else has done it,
so why do I have to do it?
You just told me in twelve months we're
not in business unless we solve this.
And you aren't acting as if.
You're not,
so I asked you this pop quiz again,
let's see if you remember this.
Andrea,
what's the worst thing to do in a
panic situation?
Panic.
What's the second worst thing to do in
a panic situation?
My dad asked me.
Uh, not panic.
Nothing.
Right.
It's a panic situation.
Right.
So I'm going to panic.
Nope.
That's how you get tangled up in your
seatbelt.
If your car, he,
my dad would throw me like ridiculous,
stupid situations.
When I was we were going around a
corner once there was like a lake and
he goes, uh, I pass out.
We drive into the lake, the cars, uh,
the cars, uh, sinking.
What do you do?
And I'm an
Good to hear other parents do this,
by the way.
Do they?
Oh, okay, good.
I'll call the police.
And it was like, and he's like,
on what phone?
You're stuck in the car.
Right.
And what he wanted me to do is
like, beat the situation.
I was like, okay.
He's like, okay, number one,
you're gonna take your seatbelt off first.
And I'm like, why?
Because panic people can't get seatbelts
off.
And then he's like,
these are automatic windows.
I want you to roll them down.
Why?
Because in a second,
the battery's gonna short out and these
windows won't go down.
But let's say you can't.
You have to wait till the car comes
and actually fills up with water.
So there's neutral,
like he's getting like,
but what he's saying is like, don't panic,
think.
So panic would be number one,
not to do.
but also people freeze.
And I think people are freezing in twenty
twenty five,
twenty twenty six in their business
because they're saying the big, hairy,
scary is reimbursement is this and this.
And I can't hire anybody because they want
these kids today don't want to work.
That's not the biggest friction point.
It's not.
You know what, Jimmy?
It's they're doing.
I think freeze is because it is the
big, hard, scary thing.
So instead, we're going do a tick tock.
We should be like this.
And it's not to poke fun.
It's the it's the it's just sort of
getting into psychology of what.
Putting myself in the founder's position.
Because motion creates emotion.
Motion creates emotion.
It feels productive.
I can't solve this big thing.
I don't think I can solve this big
thing.
So I do nothing.
These are the things.
Do this thing.
Do this easy thing.
This is two marketing people telling you,
well, number one,
the name of the show is marketing doesn't
work.
It does.
It just doesn't work when you do it
shitty.
Marketing also appears not to work when
you don't solve the other problems.
That's why you could look at this from
a macro level and be like, well,
marketing didn't work.
It's like,
but you have to wait two weeks, solve,
and then fill out twenty different pages
of paperwork.
We got them all the way to the
door.
Like,
imagine you needed to show your birth
certificate every time you walked into a
bar.
You're like, I don't care that I'm it.
Well, that's our policy.
Marketing doesn't solve for a crappy
product or a crappy experience.
I mean, that is like, that's the take.
That's one takeaway.
There it is.
That is true.
I have a second sponsor and I can't
find it right now.
Anyway, we'll do parting shots.
So parting shot,
your last chance for a mic drop moment.
Oh, I even have a little video.
This is the parting shot.
One last mic drop moment.
No pressure.
Just your legacy on the line.
All right, no pressure.
Parting shot brought to you by,
we tried everything, marketing.
Perfect for healthcare founders who say
things like, we ran ads once.
We posted on LinkedIn last year.
My personal favorite,
marketing just doesn't work for
healthcare.
Oh yeah?
Explain to me.
Why did everything I looked up when I
was in PT school and Googled,
the answer was themayoclinic.com.
Exactly.
I was like, the Mayo Clinic,
what are they?
They are not mayonnaise flavored ice cream
is what they are.
Marketing, we tried everything marketing,
zero strategy, maximum confidence.
Find them online at
wetriedeverythingmarketing.com.
All right, Andrea, your parting shot,
what do you got?
Parting shot.
We talked about a lot today,
but I'm just going to go back to
something I said one minute ago.
Marketing doesn't solve for a crappy
product or experience.
We can't, a different way to say that,
you say it the wow, the how way,
I'll say it the how way.
I love it.
You can't shine shit.
Although they did prove on Mythbusters you
can, in fact,
make shit glisten if you scrub it enough.
But I'm going to tell you that you
can't.
You can't.
And if you do,
you're going to be pouring money,
and that's the stupid analogy,
buckets of money into a leaky bucket and
then confused why the bucket won't hold
water.
And then you'll say...
marketing doesn't work.
We're back next Monday.
If you're a founder between three and
thirty five million dollar revenue,
that's who Andrea works with as a
fractional CMO.
Find her on the LinkedIn.
I make noise for practices that are
already in the same spot.
Right.
But I'm a little bit more all over
the place.
But in the end, this is your problem.
And if you don't solve it,
you're not going to be in the solving
problem business very long.
We'll see you next week.
That's it for this one,
but we're just getting warmed up.
Smash follow, send it to a friend,
or crank up the next episode.
Want to go deeper?
Get us at pgpinecast.com or find us on
YouTube and socials at pgpinecast.
And legally, none of this was advice.
It's for entertainment purposes only.
Bullshit!
See, Keith?
We read the script.
Happy now?