Two companies that can provide friction ridge/face marketing and writing services, now that Bredemarket won’t

I recently announced a change in business scope for my DBA Bredemarket. Specifically, Bredemarket will no longer accept client work for solutions that identify individuals using (a) friction ridges (including fingerprints and palm prints) and/or (b) faces.

This impacts some companies that previously did business with me, and can potentially impact other companies that want to do business with me. If you are one of these companies, I am no longer available.

Fingerprint evidence
From (a/k/a “leisure reading for biometric system professionals”).

Since Bredemarket will no longer help you with your friction ridge/face marketing and writing needs, who will? Who has the expertise to help you? I have two suggestions.

Tandem Technical Writing

Do you need someon who is not only an excellent communicator, but also knows the ins and outs of AFIS and ABIS systems? Turn to Tandem Technical Writing LLC.

I first met Laurel Jew back in 1995 when I started consulting with, and then working for, Printrak. In fact, I joined Printrak when Laurel went on maternity leave. (I was one of two people who joined Printrak at that time. As I’ve previously noted, Laurel needed two people to replace her.)

Laurel worked for Printrak and its predecessor De La Rue Printrak for several years in its proposals organization.

Today, her biometric and communication experience is available to you. Tandem Technical Writing provides its clients with “15 years of proposal writing and biometrics technology background with high win %.”

Why does this matter to you? Because Laurel not only understands your biometric business, but also understands how to communicate to your biometric clients. Not many people can do both, so Laurel is a rarity in this industry.

The Tandem Technical Writing website is here.

To schedule a consultation, click here.

Applied Forensic Services

Perhaps your needs are more technical. Maybe you need someone who is a certified forensics professional, and who has also implemented many biometric systems. If that is your need, then you will want to consider Applied Forensic Services LLC.

I met Mike French in 2009 when Safran acquired Motorola’s biometric business and merged it into its U.S. subsidiary Sagem Morpho, creating MorphoTrak (“Morpho” + “Printrak”). I worked with him at MorphoTrak and IDEMIA until 2020.

Unlike me, Mike is a true forensic professional. (See his LinkedIn profile.) Back in 1994, when I was still learning to spell AFIS, Mike joined the latent print unit at the King County (Washington) Sheriff’s Office, where he spent over a decade before joining Sagem Morpho. He is an IAI-certified Latent Print Examiner, an IEEE-certified Biometric Professional, and an active participant in IAI and other forensic activities. I’ve previously referenced his advice on why agencies should conduct their own AFIS benchmarks.

Why does this matter to you? Because Mike’s consultancy, Applied Forensic Services, can provide expert advice on biometric procurements and implementation, ensuring that you get the biometric system that addresses your needs.

Applied Forensic Services offers the following consulting services:

The Applied Forensic Services website is here.

To schedule a consultation, click here.

Yes, there are others

There are other companies that can help you with friction ridge and face marketing, writing, and consultation services.

I specifically mention these two because I have worked with their principals both as an employee during my Printrak-to-IDEMIA years, and as a sole proprietor during my Bredemarket years. Laurel and Mike are both knowledgeable, dedicated, and can add value to your firm or agency.

And, unlike some experienced friction ridge and face experts, Laurel and Mike are still working and have not retired. (“Where have you gone, Peter Higgins…”)

When you’re interested in everything, you’re interested in nothing

Some people know what they will do, and what they will not do.

Other people say they will do anything.

Don’t trust the second group of people.

Checking all the boxes in a Bredemarket contact submission form

As you may know, Bredemarket has an online contact page that allows people to request information from me. The form on this page includes several checkboxes (recently edited) that allow the submitter to specify if they are interested in one of Bredemarket’s standard packages.

Occasionally I’ll get a submission from someone who checked ALL of the check boxes. In 100% of those cases, it turns out that the person is NOT interested in ANY of Bredemarket’s standard packages, but in something else. (In the most recent example, someone wanted to write a guest post on the Bredemarket blog that had NOTHING to do with marketing or writing services. No thanks.)

Checking all the boxes in a proposal

It reminds me about the time, many years ago, when I wrote an RFP. This was years before I actually began responding to RFPs, by the way. The consultant that our company brought in suggested that we create a Request for Proposal for a particular service that our company wanted. The main part of the created RFP was a check list to see if the respondent provided a particular feature that we wanted. The responses that we received fell into two categories:

  • Some respondents checked every check box with no further comment. We concluded that they hadn’t actually read the RFP, so we ignored these proposals.
  • Other respondents checked most of the check boxes, but provided text for certain responses explaining that they had a different approach. Since these people read the RFP, we paid more attention to those responses.

Now I’ll grant that this filtering method doesn’t work for all proposals. Some RFPs truly demand mandatory compliance with every requirement. But in those cases, the RFPs usually require to say how they will perform each requirement. A simple “we do it” response is not sufficient.

Checking all the boxes in a business offering

The “check everything” rule also applies in one other instance: company offerings.

When a company states the products and services it will offer, the statement usually sets a boundary between what the company will do and what the company will not do.


For example, this post from Reddit’s HireaWriter gives a clear picture of the writer’s strengths:

…I have a bachelor’s degree in screenwriting (writing for film, TV and radio), and I’m currently studying English Literature to further my skills. I’m about to be on summer holidays for a few months and I’m looking to collaborate on some writing projects.

I have freelance experience, writing YouTube scripts and some podcast work, I’m very capable of both fiction and non- fiction…


So if I need a YouTube script, I’ll consider this person. If I need an article for Foreign Affairs, maybe not.

But other company offerings are…less focused. You’ve probably seen the posts (I won’t link to them) from people who say that they write. When you ask what they write, they say that they write anything.

Now I guess that theoretically, I can write anything. (Heck, I wrote the Eastport Enquirer, which you can probably guess wasn’t high-minded business prose.) But I’m not going to make a living by writing 19th century fiction or French political positions. I’ll stick closer to content marketing and proposals if you don’t mind.

Oh, and I don’t offer editing packages any more.

Want to buy an Eastvale restaurant franchise?

You can learn anything via search engines.

You can learn how to order online from the Eastvale, California franchise location of Which Wich Superior Sandwiches.


You can learn whether people like the location via Yelp reviews.

And if you dig deep enough, you can learn that the franchise location is for sale.

Now I am nowhere near an expert on franchising, but there are possible benefits to buying an established franchise rather than starting a new franchise. For one, you have instant revenue due to the existing sales (gross $480,000 from both foot traffic and delivery orders), so you don’t have to build up your business from scratch.

And the business owner, who is retiring, has some advice for the new owner. Depending upon what source you check, this location opens at 10:00 am and closes at either 6:00 pm or 7:00 pm, presumably because the owner doesn’t want to work early in the morning or late in the evening. But this offers an opportunity for the new owner.

Please open it for breakfast and dinner. There’s no place except MOD Pizza for dinner in that shopping center.


So if you want to run a sandwich shop and have six figures to spend, go for it.

And if you buy it and need some specialized marketing help, Bredemarket serves Eastvale businesses. I can’t answer all of a restaurant’s marketing needs (I don’t do menus, for example), but perhaps I can help you write the words for a B2B catering service that augments the restaurant’s regular revenue. Perhaps my Bredemarket 400 Short Writing Service could help you come up with a two-page handout to local businesses needing your catering.

Especially if you expand the shop’s hours and offer breakfast and dinner service.

If you’re an Eastvale business of any type who can benefit from Bredemarket’s content marketing and/or proposal services:

And the beat goes on: a giant orange in Fontana, California

History has turned a page, uh huh

The Beat Goes On

(Thanks to Route 66 News for sharing the links to the California Historical Route 66 Association/Beth Murray Facebook post and the Bono’s Restaurant and Deli Wikipedia link that I cite below.)

Those of us who live here know three things about California’s Inland Empire:

  • The Inland Empire has been heavily influenced by the citrus industry.
  • The Inland Empire has been heavily influenced by Route 66.
  • On occasion, those influences merged together.

One of these “get your citrus kicks” Inland Empire mergers of the citrus industry and Route 66 occurred in 1936. In that year, Bob DeVries built a huge fruit stand that looked like an orange and placed it near Fontana, California. Because that’s what people did on Route 66.

Note: the “Bono’s” was added later. By Binksternet – Own work, Public Domain,

According to John Anicic in a 2013 Fontana Herald News article, the eye-catching fruit stand was a huge money-maker.

“We squeezed oranges for 14 to 18 hours daily.  We worked until 9 to 10 p.m. each day to make enough juice to see the next day.  We would put it in gallon bottles and put them into Coca-Cola cases with ice.  We picked the fruit and also got some at the citrus plant on Mango Avenue (still there).  They paid $2 a trailer load.

“This was not the only thing sold at the stand.  The large black olives and the pimento stuffed green olives were the first seen by the easterners.  We made $20 a week, which was considered good in those days.  The olives sold for 98 cents a gallon.  Honey was from Colton, dates from Indio, and the Cherry Anne drink was sold by the gallon (or glass for a dime).”

Bob DeVries, son of the original Bob DeVries, from

Hey, twenty dollars a week wasn’t bad in the late 1930s.

But time passed, and the orange stand in Fontana, as well as similar orange stands throughout California, began to decline in the same way that Route 66 itself declined.

After the 1950’s the stands began to decline as roads were converted to higher speed freeways which made it more difficult to easily pull over and stop for a glass of orange juice. This combined with the emergence of air conditioning in cars, began the decline of the giant orange juice stands.


By 1985, according to Beth Murray, Walmart wanted the Giant Orange removed from its premises.

The grocery store’s the super-mart, uh huh

The Beat Goes On

The Giant Orange ended up with the Fontana Historical Society, who gifted the orange to Joe Bono.

Perhaps you’ve heard of Joe Bono’s (claimed) cousin (I couldn’t substantiate the Wikipedia claim; Sonny was born in Detroit and moved to Los Angeles as a child, but to my knowledge never lived in Fontana—although of course he lived in Palm Springs later).

Coincidentally, the Bono family was a long-time competitor of the DeVries family, and had its own orange back in the day.

Anyway, Joe Bono placed the DeVries-built Giant Orange in front of his restaurant and promptly put his name on the orange. Eventually the restaurant closed, was reopened, and closed again.

And the Giant Orange…um, rotted.

Update on Bono’s Historic Orange Stand,” Beth Murray, California Historic Route 66 Association, March 28, 2022. Image from

According to Murray, the Fontana Historical Society reclaimed the Giant Orange, which is now in the parking lot of Fontana Public Works.

There are plans to restore the orange to its original 1936 glory. But the restored orange will not have Bono’s name on it. Apparently the “Bono’s” on the orange has been a point of contention for years.

THERE IS something of importance that needs to be corrected in the information in newspapers.  The Orange (was in 2013) at Bono’s Restaurant and has the name “Bono’s” on it.  This is incorrect.  The Fontana Historical Society loaned it to him when it had to be moved from the Wal-Mart store.  The Society cannot give it to an individual, only to another historical non-profit.  The name on it should be “Fontana Historical Society Orange Stand.”  The lady who donated the Orange has been very angry about the name situation.


Joe Bono himself died in 2020.

A little postscript: if you own a giant orange, restaurant, or other Fontana business and need some help promoting it, you might want to contact the Fontana, California content marketing expert, Bredemarket.

And for those like me who now have an ear worm in their head, here’s a song from Joe’s purported cousin and his then-wife.


In marketing, move quickly PART TWO: THE OTHERS SPEAK

On March 23, I wrote a post entitled “In marketing, move quickly” (while noting that I didn’t move all that quickly in posting it). After citing stories from a local (unnamed) company, my own time as a product manager, an (again unnamed) international bank, and a (named) car manufacturer, I concluded as follows:

And if you can speed up production of a car, you can speed up production of marketing content and start putting your messaging on your Facebook, LinkedIn, and YouTube accounts, as well as your website immediately so that your customers can get your message.

By Malene Thyssen – Own work, CC BY-SA 3.0,

And if you think that the idea of moving quickly in marketing was an idea that I completely originated myself, you REALLY need to get out a bit more.

This post collects a few things that others have said about moving quickly.

Empower your employees (Jim McGinnis of Intuit)

In 2015, Forbes quoted Intuit’s Jim McGinnis, who had previously worked at technology company Activision and non-technology companies Pepsi and Procter & Gamble. He left Intuit in 2017 and has since worked at two other firms, including MyCase.

A more effective strategy to engage your audience is to communicate directly with them often and through multiple touch points. At Intuit, we empower all 8,000 employees to use social media and tweet regularly, but to do so in a smart and effective way that minimizes risk. We do this by instituting principle-based management and guidelines that everybody operates within. We also have a very strong and enduring values-based organization, with the first and most important value being “Integrity without Compromise.”

McGinnis believed that with the Intuit organization, his people were empowered to communicate quickly without waiting for multiple layers of approval (as is required in a “command and control” organization).

And McGinnis’ new company MyCase? One of its marketing messages is the ability to reduce the time spent on weekly billing to 20 minutes.

Excite your customers (Adam Fridman of Mabbly)

That same year (2015), Forbes competitor Inc. ran a piece written by Adam Fridman of Mabbly, a digital marketing agency. Fridman noted that competitors are not the only ones watching how quickly a company moves.

People simply aren’t satisfied with the status quo; they want something more and they want it now. Companies must work quickly to satiate their appetites because audiences will have no qualms about moving to another product or service. 


Don’t forget your vendors and partners (Isaiah Bollinger of Trellis)

Isaiah Bollinger, co-founder and CEO of Trellis, reiterated the points others made about competitors and customers in a 2018 piece, but he added two other stakeholders.

If you are a slow moving business vendors will (stop) putting effort into the relationship because they can find better customers….

Partners don’t want to work with a slow moving business that can’t innovate. They want fast growing innovators that will bring big impact to their bottom line. 


Incidentally, Bollinger may have moved a little TOO quickly. You see where I inserted the parenthetical comment “(stop)” in the first paragraph above? That’s not what he (or his copywriter) wrote. But we all know what he meant. Check the video.



So there are a number of benefits, and relatively little downside, to moving quickly. And even if you do fail, several of the people quoted above emphasize that you fail quickly, can correct just as quickly, and learn important lessons quickly.

And maybe I’m learning. I didn’t wait two days to post this.

Free resume advice at the Upland (California) library

When I established the Bredemarket Yelp account, I sadly had to inform two inquirers that my services (what I do) did not include resume writing services.

But I just discovered that if you are near Upland, California, you can obtain resume writing services for free.

Today (March 29) and every Tuesday at 4:00 pm, the Upland Library hosts a resume writing workshop, “Resume Runners.” And unlike Bredemarket’s services, Upland Library services are free.

When should you target a competitor?

Companies must choose how their marketing will address their competitors. Some choose to ignore the competition, while others publicly target them. And some companies do both simultaneously.

Trellix et al: targeting competitors

Trellix, the company that emerged from the combination of McAfee Enterprise and FireEye, chose the to target its competitors. Trellix’s website contains two pages that target two specific competitors.

  • Trellix vs. CrowdStrike claims that Trellix delivers “earlier, better protection across all phases of the attack chain.” It follows this with a comparison chart that claims security lags.
  • Trellix vs. SentinelOne makes the same claim, but with a different comparison chart that claims a lack of expertise.

For its part, CrowdStrike offers comparisons against both SentinelOne and “McAfee,” while SentinelOne offers comparisons against both CrowdStrike and “McAfee.” Apparently these firms need to update their pages to reflect the new company name (and possibly new features) of Trellix.

Obviously the endpoint protection industry demands these types of comparisons to sway buyers to choose one product over another.

Apple: targeting industry leaders (and ignoring other competitors)

But competitor targeting is also used by upcoming firms to displace established ones. I’ve previously talked about (then) Apple Computer’s famous “Welcome, IBM. Seriously” ad “welcoming” IBM to the personal computer industry. This was part of Steve Jobs’ multi-year effort to grow Apple by targeting and displacing IBM. But while IBM was the clear target, Apple also targeted everyone else, as Bill Murphy, Jr. noted:

Added benefit: There were actually other personal computer companies that were just as successful as Apple at the time, like Commodore, Tandy, and Osborne. The Apple ad ignored them.


By framing the circa 1981 computer industry as a battle between the Apple and IBM, Jobs captured the world’s attention. Not only by positioning Apple as David in a battle against Goliath, but by positioning Apple as one of only two companies that mattered. This marketing would reach its peak three years later, in 1984.


When the targeter becomes the target

After 1984, the computer world changed dramatically (as it always does), with other companies creating what were then called “clones,” as well as the massive changes at both IBM and “Apple Computer” (now Apple).

Eventually, small spunky outfits challenged Apple itself, with Fortnite in particular targeting Apple’s requirement that Fortnite exclusively use Apple payments.


So when should you target competitors?

The decision on whether or not to publicly acknowledge and target competitors varies depending upon a company’s culture and its market position.

  • As seen above, some markets such as the endpoint protection market demand competitor comparisons. Others (Apple 1981-1984, Fortnite 2020) target competitors to buttress their own positions. And don’t forget how Avis targeted Hertz in 1962, and Hertz subsequently responded.
  • Then again, sometimes it’s best to not acknowledge the competition. Again note that Apple only acknowledged one competitor in the early 1980s, refusing to acknowledge that the other competitors even existed.
  • In some cases, companies don’t acknowledge the competition because they don’t believe they measure up to the competition on benefits, features, or even price. For these companies, their challenge is to identify some advantage over the competition and promote that advantage, even if the relevant competitors are not explicitly mentioned.

In marketing, move quickly

I need to step up my act regarding marketing, both for Bredemarket and my clients. In both cases, it’s critical that the word gets out quickly to potential clients.

For example, I drafted this post on Monday, but am not getting around to posting it until Wednesday. That’s two days of views lost right there!

By Malene Thyssen – Own work, CC BY-SA 3.0,

I’m not the only one who needs to generate marketing material quickly.

The marketing goal, December 2021

I ran across a local company (which I will not name) that issued a press release in December 2021. In part, the press release mentioned the local company’s new dedication to the marketing function. The press release, in part, stated the following:

The Company has hired an international marketing firm…to support the Company’s efforts to increase revenue growth and brand recognition in the coming year.  The firm focuses on working with companies to develop comprehensive marketing strategies that identify competitive delineation, drive-focused campaigns, and develop sales leads designed to materialize revenue.  We expect their work to incorporate a website redesign, brand refresh, new strategic messaging and content, as well as focused video and digital campaigns that target markets such as [REDACTED].  We believe that a natural result of a formal marketing program, with a regular cadence of activity, will translate into market recognition of [REDACTED] as a highly-competitive brand that stands apart from the competition.

This sounds like an intelligent plan, or probably set of plans, that will address the firm’s strategic messaging, content, branding, and website, and a regular cadence of activity will keep the company visible. I certainly can’t argue with that.

The marketing results, March 2022

Well, now we’re three months into the implementation of this comprehensive marketing strategy. As an outsider posing as a potential customer for the firm’s products and services, what can I observe?

  • The website has a full slew of data sheets on the company’s products, and I found a 2017 brochure that effectively served as a white paper. But that’s it; no other white papers, and no case studies describing happy customers’ experiences.
  • The company’s YouTube channel has two videos from 2021.
  • The company’s Facebook page hasn’t posted anything since 2017.
  • Neither of the company’s LinkedIn pages (yes, the company has two LinkedIn pages) has any posts.

In short, as far as outside customers are concerned, the firm has not improved its marketing at all.

What happened? Did the international marketing firm concentrate on creating a stellar plan for the company’s content? If so, when will the content be available? Mid 2022? Late 2022? 2023?

Don’t go jumping waterfalls

When I was a product manager twenty years ago, my company used a “waterfall” product development method in which the marketing requirements document, engineering requirements document, design documents, test documents, and other documents were developed sequentially. While some companies still use the waterfall method today, others don’t because it takes so long to do anything.

These days, product developers are moving to agile methods to release products. And marketers are moving to agile methods also.

Agile marketing

Back in 2016, David Edelman, Jason Heller, and Steven Spittaels of McKinsey explained why marketing needs to be agile.

An international bank recently decided it wanted to see how customers would respond to a new email offer. They pulled together a mailing list, cleaned it up, iterated on copy and design, and checked with legal several times to get the needed approvals. Eight weeks later, they were ready to go.

In a world where people decide whether to abandon a web page after three seconds and Quicken Loans gives an answer to online mortgage applicants in less than ten minutes, eight weeks for an email test pushes a company to the boundaries of irrelevance.


The McKinsey authors then described how an agile marketing team organizes itself, sets goals, tests, and iterates.

The scrum master leads review sessions to go over test findings and decide how to scale the tests that yield promising results, adapt to feedback, and kill off those that aren’t working—all within a compressed timeframe.


While agile processes something result in things being wrong, the same agile processes can quickly correct the problem.

Back to the past

And waterfall methods can result in things being wrong also, especially when it takes so long to develop something that the initial assumptions have radically changed.

By en:user:Grenex – Wikipedia en, CC BY-SA 3.0,

It took John DeLorean eight years to change his car concept into something coming off the production line. By that time, the automotive environment had changed.

Despite promising early sales the queue of willing buyers had dried up by the end of year – the chill wind of recession had struck the US automotive sector, and stockpiles of unsold cars started to mount up, both in Dunmurry and dockside in the USA. The worst winter in 50 years also played its part.


This didn’t help DeLorean’s constant financing issues, and after DeLorean was caught (or entrapped by the FBI) in a $24 million cocaine deal, the DeLorean automobile was relegated to a movie prop.

If Agile processes had existed at the time, could they have reduced the 8-year gap from concept to the assembly line? Perhaps.


And if you can speed up production of a car, you can speed up production of marketing content and start putting your messaging on your Facebook, LinkedIn, and YouTube accounts, as well as your website immediately so that your customers can get your message.

Don’t wait two days, or eight years, for things to be just right.

I want you to question my Frequently Asked Questions

During the lunch hour of Thursday, March 17, AmPac Business Capital hosted a webinar to help small businesses make the most of Google features. (Note: if you missed this one-hour session, there will be a four-week session offered in May.)

Today’s session was led by Israel Serna, a speaker and trainer for Grow with Google. Serna offered a number of tips to attendees, some of which I had already implemented, and some of which I had not.

One that I hadn’t implemented was to create a Frequently Asked Questions (FAQ) page for Bredemarket. However, Serna pointed out that both potential customers and Google itself search for FAQ pages as a quick way to answer questions. And others, such as StrategyBeam, agree with Serna on the importance of a FAQ page.

Before the AmPac Business Capital session, I had answers to questions on the Bredemarket website, but they were scattered all over the place. I decided that a FAQ page would offer a convenient one-stop shop for question answering.

So I created a FAQ page.

Image of the Bredemarket FAQ page as of March 17, 2022.
From as of March 17, 2022.

Now when I created this page, I am absolutely certain that the FAQ page covers EVERY single question that a potential Bredemarket client would think to ask.

Picture of Ed McMahon
By photo by Alan Light, CC BY 2.0,

Well, you know what Ed’s buddy Johnny would say to THAT assertion.

Picture of ohnny Carson
By Johnny_Carson_with_fan.jpg: Peter Martorano from Cleveland, Ohio, USAderivative work: TheCuriousGnome (talk) – Johnny_Carson_with_fan.jpg, CC BY 2.0,

Seriously, I need YOUR help.

If you could take a look at the Bredemarket FAQ page at, I would appreciate it.

Let me know if you like the answers to the questions that are asked.

Let me know if any questions are missing.

If anything is missing or needs to be improved, contact me. My contact information is in the FAQ. (Twice.)