Are you a technology marketing leader, struggling to market your products to your prospects for maximum awareness, consideration, and conversion?
I’m John E. Bredehoft. For over 30 years, I’ve created strategy and tactics to market technical products for over 20 B2B/B2G companies and consulting clients.
If you compete with Zoominfo, you have to understand Zoominfo…so you can exploit its weaknesses.
Highlights from the Zoominfo podcast
I could have listened to a long podcast with CEO Henry Schuck to understand the company’s weaknesses, but I didn’t have to because Matthew Robinson provided a time-stamped list of highlights. Or maybe Robinson didn’t do it himself, because Robinson is no longer necessary.
This first one caught my attention as the biometric product marketing expert, for obvious reasons.
(13:34) How they automated product marketing: From 26 people translating product info into content, down to 2 people managing AI agents.
Basically, mining data and auto-creating content.
And this second one just plain caught my attention.
(27:32) When you know the AI pressure is working: His CMO literally dreamed she disappointed him because her kids weren’t AI algorithms yet.
It’s good to know that Zoominfo has a distracted CMO. And that the CEO thinks it’s funny.
When Zoominfo’s headcount hits zero
And it’s awfully amusing that 24 product marketers lost their jobs. Remember the claims that AI wouldn’t replace you, but would let you do your job better? Lies.
Zoominfo’s business, by the way, is providing information on companies and the people who work for them. And as companies like Zoominfo right size, there is less demand for their services.
And that’s when Zoominfo will eliminate the position of the CMO and automate it.
“The new Sophos logo nods to our history, but it’s reimagined with a shield that represents our defense against cyberattacks. Inside that shield lives the dual strength of Sophos: AI-native technology and world-class human expertise. Together, they create unmatched defense that adapts as fast as threats evolve.”
Oh, and the consultation:
“Our partners are core to our success, and their feedback on the rebrand has been energizing…”
My bet is that Sophos will not have to withdraw this logo, like another logo change that was recently reversed.
I’ve consistently believed that when a company is in trouble, it pares down to three key elements:
Engineers to create the product.
Salespeople to drive the sales of the product.
Executives, because they’re always critically important and can never be let go, can they?
Actually I’m kidding about the last one. There are plenty of cases where executives, and even company founders, determined that they were no longer affordable and left their own companies.
But many companies realize that engineers and salespeople aren’t enough, and they actually hire product marketers and other marketers.
Take UiPath, which self-identifies as “a global leader in agentic automation, empowering enterprises to harness the full potential of AI agents to autonomously execute and optimize complex business processes.”
It just hired a new Chief Marketing Officer (CMO): Michael Atalla, previously of Microsoft, F5, and other tech firms.
And hopefully he’ll remove “improve outcomes” from future press releases.
So I just created a short reel for no purpose other than to illustrate Theodore Roosevelt’s famous saying “Speak softly and carry a big stick.”
But then I began thinking. For product marketers, is “speaking softly” an idea that should be relegated to the early 20th century? The answer to that question partially depends on whether you are marketing in an earlier awareness stage, or a later conversion stage.
But the reel doesn’t get that deep.
Speak softly.
An aside (overly serious product marketers skip this part)
Originally this reel was supposed to be a single image, with no stick, showing President Roosevelt to the audio accompaniment of Paul Simon’s “Loves Me Like a Rock.”
To be honest, ORIGINALLY the President was supposed to be Nixon, whose mama loved him and was a saint.
But once Roosevelt got behind the Presidential podium, my mind traveled to earlier times in the Dakotas and Cuba, and the stick—softly—inserted itself.
Excluded from the reel but not forgotten: my earlier fictional conception of Roosevelt overseeing the construction of the Panama Canal, previously shared here.
A man, a plan…
And if you haven’t already figured it out, Teddy appears to be safe from the restrictions from Google’s guidelines on depictions of famous figures. As I said before, no picture generation of President Richard Nixon, or President Taylor Swift.
“This quote often attributed to Theodore Roosevelt is actually a West African proverb. Roosevelt writes this in a letter to Henry Sprague on January 26, 1900.”
A year and a half later, after Roosevelt’s political enemies had maneuvered him into the then-obscure position of Vice President of the United States (subsequently characterized as a bucket of warm…spit), he expounded upon the phrase at the Minnesota State Fair on September 2, 1901.
Deep fried pizza on a stick. Not historically accurate.
(He and his political enemies had no way of knowing that later that month McKinley would be assassinated and Roosevelt would be President. Oops.)
“”Speak softly and carry a big stick—you will go far.” If a man continually blusters, if he lacks civility, a big stick will not save him from trouble; and neither will speaking softly avail, if back of the softness there does not lie strength, power. In private life there are few things more obnoxious than the man who is always loudly boasting; and if the boaster is not prepared to back up his words his position becomes absolutely contemptible. So it is with the nation. It is both foolish and undignified to indulge in undue self-glorification, and above all, in loose-tongued denunciation of other peoples.”
As Roosevelt noted, the “and” it’s important. A soft speaker without a big stick will not be persuasive.
But is speaking softly all that important?
Speaking loudly: Berliners, Crazy Eddie
There are certainly instances, both in diplomacy/politics and product marketing, in which speaking loudly is extremely effective. Avoiding the 21st century (we really don’t want to go there) and confining myself to the 20th, the masses of people at the Berlin Wall were very loud.
“The Treaty of Portsmouth formally ended the Russo-Japanese War of 1904–05. The negotiations took place in August in Portsmouth, New Hampshire, and were brokered in part by U.S. President Theodore Roosevelt….Although the actual importance of Roosevelt’s mediation and personal pressure on the leadership in Moscow and Tokyo to the final agreement is unclear, he won the Nobel Peace Prize for his efforts in moderating the talks and pushing toward peace.”
Of course, everyone knew that negotiations were taking place in Portsmouth, just like everyone knew that Egypt and Israel were negotiating at Camp David 70+ years later.
“The world of golf was left stunned on Tuesday as the PGA Tour, DP World Tour and rival Saudi-backed LIV circuit, who have been involved in a bitter fight that has split the sport, announced a shock agreement to merge and form one unified commercial entity….The bombshell announcement was slammed by many PGA Tour players who were left in the dark about the merger…”
Not historically accurate. I don’t think.
For the moment, ignore the fact that the merger hasn’t happened two years later. The heated war between the PGA and the LIV meant that while a merger made financial sense (see the NFL and the AFL bidding up football player prices in the 1960s), no one expected a PGA-LIV merger to happen.
Some technical marketers are expert at spinning soft fluffy stories about how their AI-powered toilet paper can cure cancer…which can be very persuasive as long as the prospects don’t ask any questions.
For example, let’s say you’re telling a Chick-fil-A in Kettering, Ohio that you’ll keep 17 year olds out of their restaurant. Are you ready when the prospect asks, “How do you KNOW that the person without ID is 17 years and 359 days old, and is not 18?”
Or let’s say you’re telling a state voter agency that you’ll enforce voter ID laws. Are you ready when the prospect asks, “How do you KNOW that the voter ID is real and not fake? Or that it is fake and not real?”
Be prepared to answer the tough questions. Expert testimonials. Independent assessments of your product’s accuracy. Customer case studies.
Analyze your product’s weaknesses. (And the threats, if you’re a SWOT groupie.)
Marketers, have you ever used someone else’s marketing as an opportunity to market your own solution?
I’ll confess that I’m haunting online conversations about the Kettering Chick-fil-A age assurance issue and adding a technical spin to the conversations.
But I’m not the only one doing this.
I admire the effort of this person who recently emailed me:
“Hi John,
“Your recent post about the 22 types of content product marketers create caught my eye. It echoes what we’ve been seeing with global teams – managing diverse content across borders can be as complex as handling cross-border payroll.”
The emailer then launched into a pitch for his cross-border payroll solution.
While I give the emailer an A+ for effort, the emailer didn’t do his research on his prospect. His prospect, me:
Focuses his business on the U.S. (with one exception that you may have seen me mention).
Is a sole proprietor, and therefore does not handle payroll in any country.
Good effort though, even though I’m not one of the emailer’s hungry people (target audience).
And if you want to know about the 22 types of content product marketers create, NOW ENDORSED BY A CROSS-BORDER PAYROLL EXPERT, read my post here.
(Not to be confused with large language model. But I digress.)
And I’ve also noted that LMM can mean a large medical model.
But healthcare professionals aren’t the only ones adopting this acronym. Enter the marketers at WPP Media.
Large marketing model
“You might have heard us talking a lot lately about something pretty exciting: Open Intelligence, our new AI-powered data solution. And along with that, we’ve been dropping the term the world’s first Large Marketing Model (LMM)…”
Large multimodal, medical, and marketing models. Imagen 4.
Although marketers could clearly use large multimodal models. Oh well.
So why do we marketers need our own generative AI model?
“In the context of marketing, this can extend to understanding customers, audiences, channels, and creative.”
Large marketing model. Imagen 4.
Which I guess the general-purpose engines are too generic to handle.
“[Open Intelligence] has been trained to understand and predict audience behavior and marketing performance based on patterns derived from real-time data about how people engage with content, brands, platforms, and products.”
It has been trained on “trillions of signals across more than 350 partners in over 75 markets.” Trillions of signals sounds like an impressive feature, but what if there are actually quadrillions of signals?
Are there other LMMs?
And are we going to get more of these special purpose models?
I’m asking for a connection favor from the people who read this, my street team.
The ask
Here is the ask:
If you know a technology Chief Marketing Officer or other leader…
…who faces challenges in content, proposals, or analysis…
…and can use consulting help:
Ask your marketing leader to visit https://bredemarket.com/mark/ to learn about Bredemarket’s marketing and writing services:
The why, how, what, and who about Bredemarket’s ability to drive content results.
What I can do for your marketing leader.
Who uses my services; I’ve worked in many technology industries.
My collaborative process with Bredemarket’s clients.
The connection
If they like what they see, they can connect with me by booking a free 30 minute content needs assessment meeting with me, right from the https://bredemarket.com/mark/ page.
The reward
Thank you, street team. No monetary commission, but I can give you a shout out and a personal AI-generated wildebeest picture on Bredemarket’s blog and social media empire. Yes, even TikTok (if it’s still legal).
Actually, I already owe a shout out to Roger Morrison, who has supported Bredemarket for years and has supported me personally for decades. Roger offers extensive experience in multiple biometric modalities (finger, face, Iris, voice), identity credentials, and broadband and other technologies. Despite attending the wrong high school in Arlington, Virginia (should have gone to Wakefield), he is very knowledgeable and very supportive. Warning: Roger is NOT bland or generic.
I’m revisiting the “we have no competition” topic, because I have another point to make. If you claim your firm’s product has no competition because of its robust unmatched feature set, why are you still broke?
Take this example: the Uneek Combination Oven-Microwave.
A young woman left her family home and moved into her own apartment in the city.
A small studio apartment.
Her apartment was a very tiny studio apartment. Because of the lack of space, the woman equipped the apartment’s small kitchen area with a space-saving appliance that was a combination oven and microwave.
This was truly a product that had no competition, because its feature set was unequaled by most cooking appliances on the market. Everything else was either an oven or a microwave, not both.
The Uneek Combination Oven-Microwave.
So by logic this product should have commanded a 99% market share because of its extensive feature set, right?
Yet it didn’t.
Labor Day sale soon.
Because this product actually had competitors.
Stand-alone ovens.
Stand-alone microwaves.
Takeout food which ensured that you needed neither an oven nor a microwave.
And cold food.
No need to cook tonight.
The biggest competitor against ANY product is simply buying nothing at all.
After all, buying nothing at all has by far the lowest price.