Identity/biometrics/technology marketing and writing services
(Imagen 4)
I just emailed the Bredemarket mailing list and included “capsulizes” in the text.
I subsequently decided that I should have used “encapsulates” instead.
Too late.
But it’s better to send a fair email than not send one at all.
If you want to receive Bredemarket emails composed in “the perfect is the enemy of the good” spirit, subscribe.
The experts who do NOT recommend letting ChstGPT run your marketing program DO recommend projecting authenticity in your communications.
But some prospects don’t like authenticity because it is too real and not “professional.”
I’ve alluded to the story of a group of people that knew me well. But of that group, only two felt moved to subscribe to the Bredemarket Instagram account. And one of those two subsequently unsubscribed.
Maybe the wildebeests were the problem.
The problem with people knowing you well is that they know you well…and know the wildebeests more than they want to. And when someone is focused on important business information, one wombat may be one wombat too many.
But not one koala. They have fingerprints, after all.
The lesson learned from this group?
When selecting your target audience, don’t market to satiated people.
(Imagen 4)
What do you do when you’re just starting out and face an immediate challenge?
Jennifer Zimmerman shared a story about Thomas Keller of the French Laundry:
“When a food critic made a reservation, Keller reportedly reached out and asked them not to write a review. Not because he couldn’t take the heat, but because his young chefs weren’t ready for that kind of scrutiny.
“In short: he stepped in to protect them. He gave them cover.”
Zimmerman classified this as a lesson in team leadership, but I also see a business leadership lesson here. And maybe a thin skin, common to many of us.
Most businesses are not fully formed by day one. Bredemarket certainly wasn’t when I started in 2020; I’ll let you know if it ever gets fully formed.
Chef Thomas Keller realized that it would take time for the French Laundry staff to work together well, so when MacKenzie Chung Fegan arrived at the restaurant, he ensured there wouldn’t be a review that evening. (Fegan hadn’t planned one anyway.)
Then again, Keller has a love-hate relationship with reviewers anyway, so perhaps his motives weren’t that altruistic. From Eater:
“After New York Times critic Pete Wells wrote an unflattering review in 2016 in which he referenced a mushroom soup as appetizing-looking as ‘bong water,’ Keller and his team have taken to giving critics an uncomfortable ‘gotcha’ gift of soup served in a literal weed-ready bong….”
Ceci n’est pas un bang.
But how should business owners and marketers react to a bad review? I admit I’m not that good at this. When someone whom I respect unsubscribed from the Bredemarket Instagram account, I failed to restrain all my disappointment.
But I didn’t serve the person soup in a bong.
(Imagen 4)
Tech CMOs want to move their prospects to act and buy world-changing offerings (products or services) from their firms…and I want to move my tech CMO prospects to act and buy marketing and writing services from Bredemarket. So tech CMOs, I definitely feel your pain. But how can you move your prospects…and how can I move you?
In my recent post about converting an end customer interview into a case study, I discussed a “problem, solution, results” simple case study outline.
Justin Welsh just discussed the same thing, but with better words.
“I copy/pasted a spreadsheet of over 100 posts I’ve written that created real impact for my readers into ChatGPT, and I found a pattern:
“Specific struggle + specific transformation = lasting change
“Not some vague tension. Not a generic transformation. Specific moments where everything shifted.”
Of course the dozen case studies I ghostwrote for my client were implicitly specific. But it’s helpful to make that word “specific” explicit.
You see what I did there. Well, as much as I could while preserving my ghostwriter status and my client’s anonymity.
This section of the blog post is specifically addressed to tech CMOs and other marketers. The rest of you can skip this part and watch this entertaining video instead.
Now I know I’ve loaded this post with links to previous Bredemarket content that addresses the…um…specific topics in much more detail. Maybe you clicked on the links, or maybe you didn’t. I will find out.
But if you are ready to move forward, this is the one link you need to click. (“Now you tell me, John!”) It lets you set up a meeting with Bredemarket to discuss your specific needs.
“Hey, I want to get a message out.”
“Is this part of a large multi-faceted campaign, like a go-to-market omnichannel effort?”
“Oh, no, nothing like that. Just a message related to the upcoming July 4 holiday.”
“OK. How about if we publish your message six months from now, in late December?”
Um…
I think we can do better than that.
Blogging gives you the perfect vehicle to respond to current events and immediate needs.
Provided you prepare beforehand by answering questions such as these:
Once you answer these and other questions, you can draft your blog post, review it, finalize it, and publish it. All within days…or within hours if it’s critically important.
And if you don’t have the time to write it quickly, Bredemarket can help with my Bredemarket 400 Short Writing Service.
Unless you WANT to publish July 4 posts in winter.
Let’s talk: https://bredemarket.com/cpa/
(Imagen 4)
I found an open marketing position at Company X.
Why was I looking at Company X?
Because I knew two people (long gone) at Company X, so the company came to mind.
Because the open position was not an executive position, I searched LinkedIn for the company’s Chief Marketing Officer, or what the cool kids call the CMO. Anyone applying for the open position would want to talk to the CMO.
But I found:
But they’re hiring…a marketing manager.
Normally companies hire a marketing head, then let them build out their team. But in this case, Company X is starting in the middle by hiring a non-executive marketing manager.
Or maybe not.
There’s a chance that one of the other executives at Company X is wearing the marketing hat, in addition to their other duties.
This isn’t unusual in small startups, after all.
Now this makes it difficult for people outside the company who want to speak to the marketing head.
But who cares if it’s difficult for outsiders?
Making it hard for outsiders is actually GOOD for the company. Pesky outsiders can be pesky, especially if they’re calling at all hours and bumping their emails.
But what’s happening on the inside of Company X, or at Company U (your company)?
And (again because this is all about me) who determines when the company needs outside consulting help, and who can answer the questions that the consultant will ask?
From the perspective of Bredemarket, I am much better off when a prospect company has a clear plan of how it can use my content-proposal-analysis services.
Does your company know what it wants to do?
(Imagen 4)
Bredemarket’s current (as of 5/29/2025) writing offerings are listed below. To discuss, book a meeting at https://bredemarket.com/cpa/
(StealthCo picture from Imagen 3)
So what are you doing, Jane?
“I’m a Scrum Master. Very busy.”
Who are you working for?
“I can’t tell you. We’re in stealth mode.”
When will you emerge?
“When we are ready to blow the world away.”
Um, how do you know that you will blow the world away?
“Our leader says so. And she knows what she’s talking about. She attended Stanford.”
But is anyone checking your assumptions?
“Of course. All 23 employees…forget I said that number.”
But what about your prospects? What are they saying?
“We know they will love it!”
Did they say they will love it?
“We know they will!”
What if the prospects learn about your stealth product and decide it sucks? And all the years you’ve spent developing in isolation are in vain because of a lack of true customer focus?
“That won’t happen. Our leader knows what she’s talking about. She founded one successful company, and uses that experience to guide us remotely from Texas.”
Who is this leader?
“Elizabeth Holmes. Have you heard of her?”
There are potentially valid reasons for entering stealth mode, including protecting trade secrets and keeping the competition away.
But…there is a risk if you also keep the prospects away from your stealth mode operations and fail to engage with them. Who knows—maybe your prospects might have some ideas of what they need, and that information might be good to know. Your unicorn rockstar fearless dear leader may not know EVERYTHING.
If you want to work out a strategy for getting prospects engaged, let me ask you a few questions. Book a free meeting at https://bredemarket.com/cpa/
Bredemarket is so close to a vanity metric win.
But I’m greedy and holding out for TWO vanity metric wins.
(Imagen 3)
You can bet that I paid attention to AKings’ latest post after I saw how it began:
“Indiana. The Crossroads of America. A place where colossal semi-trucks roar in from the north, south, east, west, and every conceivable direction in between, like a great migration of diesel-belching wildebeests on their way to deliver vital supplies.”
Bredemarket’s self-promotional content is replete with wildebeests, iguanas, and wombats. Much of this was from an urge to differentiate from those who eat their own dog food. So Bredemarket ate its own iguana food, then its own wildebeest food.
But “wildebeest trucker” is a new one on me.
How do you differentiate your marketing content from that of your competitors?
Or do you eat their dog food?
But goin’ back to Indiana, AKings’ post is a literal tour of the state over a year, including an encounter with angry union members in Kokomo (not that Kokomo). Recommended reading.
(Wildebeest truck driver Imagen 3)
Bredemarket