What's going on everybody? Welcome back to another video. Today we are going to be taking a look at the Google data analytics certificate. So if you didn't know Google is coming out with a data analytics certificate and that is going to be hosted on Coursera. We don't know the exact day that it's going to be released, but we know that it's going to be coming out within about the next two or three weeks. The cost is going to be $40 per month based on other certificates that Google has on Coursera. It's probably going to take around four to six months to complete, but it is completely self-paced and so I believe you can do that a lot faster. They recommend doing about 10 hours per week. So if you do 40 hours per week, you can probably finish this up in a little over a month. Now, understandably, so there's quite a bit of hype around the certificate primarily because it's Google and Google has a way of coming in and creating a certificate program and it becoming a lot more popular. The reason being that Google says if you complete the certificate program in their eyes is the equivalent of a four-year degree in this area. So Google is saying that if you complete the certificate and you apply for a job at Google, they are going to treat it as a four-year degree and that kind of sets the precedent for other companies as well because if Google is treating it as a four-year degree, don't you think other companies will also take that into consideration? And so if you are somebody who either didn't go to college or you're trying to switch careers, this could be a really good program for you because you're getting the brand recognition of Google as well as learning a lot of really good skills, which we're about to look at in just a second. So let's go over to my screen and take a look at everything that we know about the Google Data Analytics Certificate. All right, so we are looking at the Google Data Analytics Certificate and as you can see, it's going to be on Coursera. It says coming soon, but we know it's going to be within the next few weeks that it's going to be released. I'm going to try to hit the big highlights for you so that you don't have to read this entire page, although I will leave a link in the description to this page so that you can read this yourself. So starting at the top, there are no prerequisites. It's going to be 100% on your computer at your own pace. They recommend about 10 hours per week, but I personally would be doing more than that so that it doesn't take longer and therefore I have to pay more because you're paying per month. But let's scroll down really quick and what they say right here, well, let's read this, it says get a job in data analytics with the help from Google. So let's take a look at the average salary. They have around 68,000 and as of right now, they're saying that there are 337,000 job openings at the moment. I only have about 30,000 subscribers as of right now, which means there are plenty of jobs for everybody, genuinely. It looks like based off what Google is telling us. Let's go down a little bit further. I'm going to skip a little bit of this. What jobs are in demand in data analytics that this course or the certificate is going to help you get? So they have junior data analyst, associate data analyst, junior data scientist, finance analyst, operations analyst, data technician, business performance analyst, marketing analyst, business intelligence analyst, and healthcare analyst. Now that's just a lot of analytics and then one junior data scientist position. But there are a lot of jobs out there, a lot of different positions, and they are saying that with this course, with the certificate, that these type of positions are going to be more open to you. I don't think this guarantees a job in any way, but we will be looking at something in a little bit that talks about getting a job. So that'll be really interesting to look at. Let's go down a little further. What's going to be in this course? So they tell you a little bit about what you're going to learn, but let's go down to the actual full curriculum. So really quick, I'm going to go through the curriculum. The first one is foundations, data data everywhere, asking questions to make data driven decisions, prepare data for exploration, process data from dirty to clean, analyze data to answer questions, share data through the art of visualization, data analysis with our programming, and then a data analytics capstone project, complete a case study. If you notice right away, like I did when I was reading this, it doesn't look like they're going to be using Python in this course. It looks like they're going to be using R. Hey, I have nothing against R at all. I personally prefer Python, but R is a very good language to learn. So nothing against them using it. I'm just extremely sad that they're not using Python because I'm a huge believer in Python. Now, if we scroll down a little bit further, they will mention a few other skills that you're going to be learning in this course. SQL, Tableau, R, and more. We don't know what the more means, but SQL Tableau and R is a great combination. So I have no worries that this is going to be a good course. Now when we're scrolling down, this next part isn't super interesting, except for this very last piece that says get your foot in the door with top employers through the Google hiring consortium. I don't know exactly what that means. I've never taken a Google certificate through Coursera. There is a little bit more information that I was mentioning earlier that is going to be in the FAQs at the end, and so I'm going to read that. But let's go down really quick. Here are some of the top employers that you might get connected with. Again, I'm going to read that in just a second. The place like Target, T-Mobile, Beyer, Coursera. Some large companies that they're going to have, I guess, connections with Deloitte. Some large companies that they're going to have some type of connection with. I don't think they're promising you a job by any means, but maybe they'll get you a connection or get you an interview. I don't know. But if they were to kind of set you up with a job at the end of this, or set you up with an interview or something like that, that could be a really big perk of doing this certificate. Let's keep going. There's frequently asked questions. I read through all of these, and I'm not going to lie, most of them you don't need to read. But I'm going to look for one specifically, and that's this one right here. It says, why enroll in the Google Data Analytics Certificate? At the very bottom, again, you don't need to read all the other stuff. It says, after you've graduated from the program, you'll have access to career resources and be connected directly with employers hiring for open entry-level roles in data analytics. I genuinely don't know how they're going to go about directly connecting you with employers. But if you were looking for a job that definitely could be a big perk of doing this certificate. Now, one thing I want to show you is kind of the popularity that these Google certificates has. This is Google's most popular certificate. This is their Google IT support professional certificate. About 500,000 people have been enrolled in it, and they have about 10 other certificate programs that they have as well. And those usually have around 20 to like 100,000 people. And so on the low end, about 20,000 people are taking this, I think the certificate will be fairly popular. I don't think it's going to be half as popular as the IT one. But by the end of this year, my best guess is that around 20,000 people will have taken the certificate and completed it and who are using those career services. And so I personally am super excited about the certificate. In future videos, I'm going to be partnering with Coursera to actually bring you some reviews and some walkthroughs of this course that you can see exactly what you're getting. If you decide to purchase this, again, it kills me that they are not using Python, but I will struggle through the R and show you what that looks like for you. If you want to look at the exact website that I'm looking at, I'll leave a link in the description. Be on the lookout for future videos where I do my reviews. I'll be getting a lot more in depth, especially when the certificate actually drops and then I can walk through it and start taking it and give you a lot more in depth feedback. But this is again just a broad overview of everything that we can be expecting and kind of looking forward to in the very near future. Thank you guys so much for joining me. I really appreciate it. If you liked this video, be sure to like and subscribe below and I'll see you in the next video.


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In fact we offer a Summit Fastpass option which if this video is good enough and you think that this truck is the one for you you can apply for financing, get approved, check out your payments and even appraise your trade right on our website. So then when you get here you're going to be all set to go. It has all the factory exhaust, frame and underbody is in excellent shape. And this back rim is in excellent shape as well. No scuffs or scrapes. Back tires I've just as much tried as the front tires and the rest of that frame and underbodies in really really nice condition. As you come around to the back of the vehicle rear bumper is in really nice shape. Didn't see any major dents. Has full towing package which includes receiver hitch, four pin and seven pin wiring. The tailgate is in excellent shape. And the bezel got just a little bit of light duty usage, nothing too major. Some little tiny puncture on the driver's side fender there. Just a tiny puncture, something hit it. As you go down this side of the truck no dents, no dings, no scuffs, no scrapes and for full disclosure this back rim is in excellent shape as well. Down the rest of this side very very clean it does have the telescopic tow mirrors. They are heated and have built in directional signals, they fold in like so and they also telescope out like so. Inside the XL package gives you the gray cloth interior, there are no rips, there are no tears on these seats. They are in excellent condition. Rubber heavy duty rubber floors and weather tech floor mats, power windows, power locks and power mirrors. This one does have auto head lamps and a tilt telescopic steering wheel feature. This truck only has 4,647 miles probably why it is so clean all the way around. Inside this truck has never been smoked in, smells very clean. Steering wheel is in excellent condition, cruise controls and information center controls on the left. You get these six speed automatic transmission, the turned out four wheel drive, factory brake controller, AM FM radio with the CD player. This is also where your backup camera shows up. Stability control with roll control assist, two 12 volt power points, climate controls and your heated mirror button. Augs jack and the passenger seat and floor mat are in excellent condition as well. No rips or tears, side cardinair bags and the headliner is like new. Six auxiliary upfitter switches, map lights and just very clean all the way through on this truck. We'll take a quick look under the hood. I would personally like to thank you for checking out the video today. Hopefully from this HD video you will have been able to tell just how clean this truck is all the way around inside and out. Under the hood we have the 6.2 liter V8 motor. Engine bay is very clean, runs very smooth. This truck has been fully safe to be inspected by our service shop as a fresh oil and filter change. All the fluids have been checked and topped off and this truck is 100% ready to go. To see more pictures of this truck or one of our other 450 new and used cars, SUVs, minivans, Wranglers, halftones, recorder tons, one tons you name it, we got to go to our website www.summitauto.com full pictures and descriptions of every single vehicle. From two locations all at www.summitauto.com and if you'd like to check out more HD videos you can go to youtube.com slash www.summitauto.com. Remember to like, subscribe and share on this video and all the videos that you see there. In fact in a second you will see a link to subscribe to our YouTube channel on your left. A link to more heavy duty truck videos like this one on your right. If you have not been to our website on the bottom link to this vehicle on our website click those checks out and we really look forward to helping you with this super clean 2018 Ford F-250 regular cab long box gasser. Thanks again.


Hi, we're back. This is Dave Vellante of Wikibon.org and this is theCUBE, SiliconANGLE's continuous coverage. This is Big Data Week. We were at IOD, IBM's IOD on Monday and Tuesday. We're here at Strata Wednesday and Thursday. We're here live in New York. And this is where all the Hadoop crowd gathers, the Big Data crowd, the data scientists, the BI professionals, the new platform guys, the startups, the Big Whales trying to get a big piece of that pie. It's just, it's the place to be for Big Data. And we're here with George Matthew, who's the president and COO of Ulteryx. George is a CUBE alum. Welcome back. It's been a while. It's been a while, but good to see you again, Dave. Thanks for having me. Yeah, we were just talking about, the last time we had you on was at Sapphire. It was Sapphire 2010. Yeah. And wow, I know the CUBE's come a long ways. It has, it's quite an operation here you got. Yeah, well, thank you. And well, we've also seen the evolution of the whole Big Data business. I mean, at Sapphire 2010, as you remember, we heard, we heard about HANA, not much about Big Data. In fact, I think Bill McDermott might have mentioned it once in one of his keynotes. And then this year, maybe you heard it 20, 30, 40, 50 times. You know, SAP's more about fast data. Yes, yes. But boy, we've heard the term Big Data here a lot. As I say, the industry's evolved. Everybody's kind of redefining things. I mentioned I was at IBM IOD. IBM's super gluing its analytics business to the term Big Data. So everybody's in the business. So how you doing? Great. You know, we are right in the middle in my view of the third inning of a nine inning ball game around Big Data and analytics. And for me, I started to see how infrastructure has largely started to evolve in this space. To think about Big Data today, it's much less about what the infrastructure around Hadoop and my sequel looks like because that's actually played itself out in the first three innings of the ball game. But at the same time, people are now trying to understand what the business value is, what the outcomes are, how to make analytics more consumable, more approachable to a broader set of users. And that's what we're doing at Altrix. We see ourselves as an analytic engine that can enable people to consumerize Big Data faster and cheaper and more efficiently than anything else in the market. So you got a long history at Altrix in BI. Yes. You got started at a time, you kind of started before the Enron debacle and you know, people were putting forth this promise of 360 degrees views of the business and cubes and all that other good stuff. And it's sort of that whole industry became one of largely of reporting. So looking back in the rear view mirror and the Big Data business has completely changed that. It has. Talk about that a little bit. Yeah. So when you look at where the change in the market has occurred and you know, having my experience been at Business Objects as many years as I was and saw how a BI stack was largely about a data warehouse, ETL and business reporting, dashboarding on top of it, the challenge for the analytic space, it's not about being able to distribute a report to hundreds of thousands of users. The challenge is how do you take all of the data that you need from inside the firewall, from outside the firewall, from social media sources, from cloud sources, package and productize that in a way where you can get consumable insights out of it and share that to a broader set of users. And by the way, you want to be able to structure a solution where the single person, the data scientist, the data artist and the data analyst, they can actually be the ones that are conveying results. So the biggest difference I see between the world of BI and analytics is that BI is about reporting the past. Analytics is really about thinking how a analyst or a data scientist can convey the not too distant future and give results of what the next best decision should be as opposed to reporting for hundreds of thousands of users of what the past was. I mean, I've been maybe unfairly critical of the whole BI space because really those two things, one is it really was a rear view mirror looking activity and it was important, especially again post Enron, it became critical, but on the other hand, a lot of that was compliance and just not driving a lot of real, exciting business value. There was some, putting beer next to diapers, that was another famous example, that's cool, but rudimentary compared to what we're talking about today. And then the other piece of that, which you touched upon is really didn't scale. The adoption of BI was very much limited to those analysts that could really do things with the data and then yes, put out reports. And I had another question and I had to wait six, nine months and I had to fund it and it just wasn't the right model. Talk about how that's changing and what you're doing in terms of participating in that. Yeah, so that model's radically different today now. So Dave, when you look at this market, the analyst has responsibility for making the next big critical decision. So I'll give you some examples of this. Customers like McDonald's, when we look at how McDonald's uses analytic solutions like Altrix, they go ahead and figure out how do they decide where they place their next store based on customer propensity, demographic insights, how much point of sale data they have, the network effect of not only where they place their current stores, but where they place competitive value to the distance of other stores. And you have to pull that all into one composite view to share to a broader set of users to decide how do you make your next decision, in this case, where you open your store. And that kind of analytics is much, much different. Much, much different than what is effectively a report that looks as the past. And so what we believe is you need the ability to take the analytic processing around data wherever it comes from, be able to package predictive analytics right alongside of how you'd package data along with the predictive capabilities and publish that as a fully formulated application to share to a broader set of users. And the importance is that you got to have it be able to be done by one person, not by a team of or staff of IT managers and members to deploy a solution in, as you've stated, nine months or a year because you need that answer right away instantaneously in the hands of that end user. Interesting dynamic here, George, is that the old world is not sitting still. I mean, they've been disrupted before, they've seen this movie, and now they're really charging hard at this. How do you see the sort of old and the new? You're coming at it from a hybrid version of that. You got a lot of experience in this world.  How do you see all those coming together? Well, you know, anytime disruption happens in the technology industry, it doesn't happen where someone completely gets replaced. Effectively, what ends up happening is that new things form alongside of the old things, right? So what we're seeing is a level of substitution. Let's give an example of this. So instead of actually doing a full scale enterprise ETL process for your new applications that you might be standing up, what are you ending up doing? You're actually putting it inside of Hadoop, right? You're going ahead and using cheaper resources, being able to more effectively get analytics delivered to a broader set of users without having to go rely on the infrastructure of the past. So I think this is where you're not going to see this situation that anything that's new coming into the big data and analytics world is somehow going to replace or supplant everything that was before it. It's just that you have a new opportunity to solve problems that weren't possible before, right? If you wanted to combine, say for instance, telephony data around wireless signal strength, drop call volumes and combine that together with information that is text processed and analyzed from, say for instance, a call center environment and bring that together to compose a churn analytic, you couldn't actually do that. You had to rely on just the data that was inside of your call center to assume what the churn analysis was. But now you can actually combine sources of data together in a seamless way and suddenly you have a better churn analytic model. Well, it turns out that eight out of 10 telecommunications wireless carriers in North America are using altrix for better churn analytics because you can do that. It's not like the BI reporting in that organization has gone away. It's just simply that we are solving a use case that hasn't been solved before. Yeah, so talk some more about the customer use cases. I mean, telco's a big one because of the churn. Talk about how you've had business impact directly affecting that churn. Yeah, so churn is a big challenge for telecommunications companies and particularly wireless carriers today because there's no real reason why a member or a subscriber of a carrier can't actually go over to another carrier because the thing that blocked them before was number portability, right? You wanted to keep your number and if you decided to change your cell phone provider, you had to get a new cell phone number. But about four or five years ago, they introduced number portability to the equation. So there's no issue in terms of your ability to leave. So you have to be competitive as a wireless carrier, for instance, on two fronts. One is you have to maintain a competitive ARPU, average revenue per user, and you have to be able to give valid offers to an end user the moment there is a likelihood of churn. And that's what solutions like altrix do for our customers. We actually go ahead and help them understand what is the most probable situation where you're going to run into a segment of your customers that are going to churn out and how do you make an actionable return on that potential of churn and give a offer back to the end user so that will prevent them from going to another carrier. And so those kind of solutions where you're actually making analytics more operational, assuming that there is this answer that comes back faster than what's in your rear view mirror as far as your reporting and your dashboarding goes. This is why those people left. Yeah, this is why those people left. That's not what you want.  And that's what I see is really an opportunity in this market that's different, frankly, than where things were five, six years ago. My colleague, David Floyer, we always have these debates about what is real-time and near-time and everything else. And he defines it very simply. Real-time is before you lose the customer. Yep, that's a good example. So you're participating in real-time in this context. Yeah, and it's actually going to get even more real-time as you go, right? Because look at what has been announced even at Strata, right? Suddenly, you've got distribution providers like CloudEra starting to take largely what was a batch-based infrastructure in Hadoop and now turning that into real-time with their Impala announcement, for instance, right? So this world is now starting to drift much more towards a highly available, highly scalable, redundant environment where you could actually get analytic insights, you can get transactional processing in real-time without having a lot of the infrastructure weight that held people back. And that's what's really incredible about the next five years in this space.  You've been investing for years. I've often said it's like a snake swallowing a basketball.  Because you see the potential, right? And to maintain a degree of competitiveness, you have to keep investing. So you're on this treadmill. Now all this new stuff happens. So how would you advise, and I know it depends on what industry or factors, but you know, generically speaking, give us some horizontal advice that we can chew on. How would you advise they allocate that portfolio? Like an investment manager? So if I was a CIO thinking as an investment manager, what I would actually look at is the operations that keep my lights on from a data analytics standpoint, mostly residing in the data warehousing and ETL solutions that you've invested into. And to go out and rip and replace all those things just doesn't make sense. But at the same time, if you're looking at ways that you handle unstructured data that you haven't been able to take advantage of before or highly petabyte scale, sensor data that you weren't necessarily put inside a relational data warehouse, now you have an option to have all the things that are structured, unstructured, semi-structured, spatial, non-spatial, really doesn't matter, coexist very nicely. Now it just means that you are investing into, say for instance, no SQL databases now, you're investing into Hadoop infrastructure, but your current investments don't have to go away, it just means that you can stand up and test these things very quickly and efficiently without spending a lot of money, right? You're talking not like millions of dollars, you can actually get most of this stuff working with a few resources and very little money as far as the infrastructure spend goes. What I see is that these test beds are going to become much, much more prevalent for a CIO. Their ability to try things that they haven't been able to because it was too costly to do it with their enterprise infrastructure. The enterprise infrastructure is, the investment has been spent, it keeps the lights on for the current business, and what you are going to be able to do is have much, much more interesting test beds of activity, particularly around your data and analytics that you couldn't have before because of what's possible now. So in follow-up questions, this is Y2K, I mean, IT to a lot of CEOs has been a big sucking sound and we've seen IT as a percentage of revenue decline, it used to be up around seven and eight percent in some industries down to two to four percent, depending on what you're looking at. Do you see the potential, and maybe you can give some specific examples where the productivity impacts of big data analytics are going to be so profound that CEOs will actually start investing again in IT as a percentage of revenue and have a gain share? Well, one of the things that we talk and see is the decline of IT spend, right? But let's actually look at that a little more carefully because is it actually declining? I don't think it is, and here's why. What I think is actually happening right now is that the discretionary spend that a CIO has on basically capital expenditures is going down the tubes, right? Because you don't have a lot of money to put more CapEx investors other than keeping the lights on for the stuff that you've already invested in the non-discretionary side of things. At the same time, the line of business is actually using their OPEC spend to spin up all kinds of interesting things, right? And largely that's happening through SaaS, right? So when you look at where analytics is a service, right? Big data platforms like what Altrix provides as a subscription-based service to the market goes, we're not selling to the CIO. Guess who we're selling to? I'm selling to the CMO. I'm selling to the VP of churn analytics. I'm selling to the head of RF engineering. I'm selling to real estate, the VP of real estate. And the reason why I'm doing that is because they have operating expense as part of running their business. I am giving a very viable solution that is packaged as a service, right? And they're able to consume that without having a big infrastructure and CapEx spend associated with it. Yeah. So this is why I don't think IT spend has actually declined. It just so happens that the power base of who's actually spending on IT has moved from the CIO to the line of business. And if you're a CEO, you're actually pretty excited by this, right? Because you can actually then control and say, hey, by the way, is this actually having a maternal and material impact to your business and the growth or profitability of your business as opposed to just the cost of doing business. All right, George. George Mathew from Altrix. Thank you very much for sharing us with us through your perspectives. We got to go wrapping up the day here from Strada and Hadoop World. This is Dave Vellante. We'll be right back with theCUBE with our next guest right after this message. Dave, thank you again. Appreciate it. Thank you. See you. All right, George.


the doubt avoidance tendency. Now this tendency actually helped to survive back in the day. Put yourself in the shoes or shall I say the bare feet over Neanderthal or some other primal man. Imagine walking through the wilderness, the savannah, having a good old jolly time and then you see a sabertooth tiger or a beast just as formidable and ravenous. Are you going to think about what to do next, weigh out your options or are you gonna fight it or leg it. Luckily for us building to our hard drive into our DNA we have the tendency where we can make a quick decision and stick with it. So in a situation like that it will be flight, fight or flight. You will make the choice and you stick with it and this will help the species survive. Now fast forward a couple of notches to 2015 or whenever you're listening to this audio. The chances are you're never gonna be in a situation where you're gonna have to fight or flight a sabertooth tiger or anything of that caliber. So what happens is we still have a tendency and it now works to our detriment as we can make impulsive decisions that do not always benefit us or assist us. Some of the things we might just impulsively decide to do might not be productive might be counterproductive. So this is where we have to be more conscious in our daily choices. Now the doubt avoidance tendency is the reason why a lot of people cling on to their faith even though there's hundreds of other religions each as viable as the next. Each with their own God own messiahs. Once someone's chosen a religion they generally stick with it and don't look at any other alternatives. This is all part of the doubt avoidance tendency. You make an impulsive, you make a decision and you stick with it. Now this tendency Charlie says is triggered by puzzlement or stress. So when we're confused or when we're under a lot of pressure that's when we generally act more impulsively. I'm sure you are aware of this but let me give you an example. Imagine you're in a club and you see a girl and you want to talk to this girl. You walk over you've got your swagger going. You're one meter away from her now. You look at her she looks at you and you quickly turn the left. Walk away. When someone comes and asks you why did you not commit to it you have an array of excuses. She was on the phone. She was with her boyfriend or something along those lines. Now this is the doubt avoidance tendency. We make the impulsive decision at the last minute to get us out of trouble. You have no reason to actually not talk to the girl but you can justify your reasons just to avoid doubt. Now this is a very dangerous thing. Or another example that I'm sure we've all actually experienced. Have you ever been on the website and you were thinking about buying a new item?  Go on YouTube instead and watch this video. Now the smallest things can pull us off and make us make decisions as soon as we feel a little bit unsettled. We can hop into this tendency just to avoid doubt and make impulsive decisions. So in 2015 we have to be a bit more conscious of every choice we make if we wish to be successful in our personal development. We cannot impulsively get out of something as soon as we feel uncomfortable. We need to slow it down and go from there. And I hope you guys enjoy this video. Peace. Alright guys if you haven't already make sure you check out the new personal development global group on Facebook. Link is in the description.  This is pretty much the go-to place for your personal development articles, free content for everybody and just the whole community that we're building up. There's no spam here. Also you can check out the link to my website, The Realized Man, right at this website and you can suss that out. If you have something to post make sure you check it out and come on. Anyway, have fun guys. Peace.


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Hi, I'm George Cal and today I'm going to introduce Danielle Gardner, who is a messaging and marketing mentor and she has a brief presentation on how to create offers that are more likely to generate sales. Enjoy. Hi, Danielle. Hey George. Thank you very much. I am going to get straight into this little presentation. I'm just going to share my screen here. All right. Okay. So, yeah, so this little presentation is about creating offerings that are more likely to generate sales. So there's two big challenges that we face in business. And one of them is creating offerings that generate clients. Lots of us can create offerings out of our own initiative and things like that and, you know, they can kind of land flat. And the other big challenge is building an audience that is receptive to our offerings. So I am using this four part messaging process to address those two challenges. So this is the what I call the message organizer template and this is really good at just giving an aerial view at what the actual four parts are. And part one is an overarching statement that describes how you help people. Now that in itself is obviously a bit of a task. So I'm not going to go into exactly how you might do that right now. But part number two, and you need to have part one actually, you have to have something there in order to move on to part two, because part two looks at the challenges people face in pursuit of the outcomes that are in your overarching statement. And I'm going to give you an example, my example in just a moment. Part three is looking at the help that your audience needs from their perspective to have the outcomes in your overarching statement. So, you know, everything keeps looking back to the overarching statement in part one. And then part four is, I love this part, you can have a lot of fun with this. It's, it's fleshing out what you stand for in business or in life, and what you stand against. So the way this works is you kind of work down the path that each part and then when you share, especially when you create content that is in response to part three and part two, you're sharing through this lens of what you stand for in your business and in life. And that's what makes your content and offerings really interesting and unique to you. Alright, so this is the first sort of half page of my own message organizer. So I wanted to show you what it looks like when it is fleshed out when there is something, some data in here. So you'll see that up the top I've got the message organizer is a structure from which you can create content that grows your audience and offerings that people can justify buying. And I just, I like to mention this justify buying because we all have to justify any purchase that we make in our own life. And if we analyze our own purchasing decisions, if we can't justify it straight away, we delay that purchase or we don't make it at all. So really our job in our businesses is to help people to be able to more easily justify spending their money with us. And this process really helps with that. So you'll see in my overarching statement, I help practitioners and coaches articulate their message, mark it with quiet confidence and grow their business without having to be online all the time. And then in part two, I'm looking to that overarching statement, I'm fleshing out what do people face in pursuit of those outcomes. So it's very much channeling through your client's eyes, not through what you think or what I think. Because often we can know what people want, but they don't know that yet. So we're not going to sort of focus on this in the messaging process. I mean what I mean by that as well is see all of these points. So like we've got feeling pressure to generate a six gig of business early. This becomes a leading to a piece of content. So these by fleshing these points out, it allows us to meet people where they're at and then take them on a journey. So I'm going to show you some examples of how that works as well. But keep in mind as I'm showing you these points, they all become the idea is that you write a piece of content that speaks to each of these points. Now under part two, I actually have 11 points, you're not going to see them all here. So that would be automatically 11 pieces of content in relation to those points. So it's speaking to the message organizer. And this is what is creating fertile soil for an offer to actually be inserted in. So part three is, as I said, it's the help that they need from their perspective. And again, it's like this matter of fleshing it out. It's a matter of getting into how they think.  But as a starting point, if you just kind of take off your hat for a moment and put on like channel them, you are much more able to come up with statements that are talking about how they are seeing the world right now. All right. And part four. So this is a little bit of what mine looks like. Again, it's a little bit longer. But you know, what do I stand against spending hours on social media in the name of business building? And then the opposite of that, what do I stand for? Business practices that allow for less time online. So, you know, it goes through there's some interesting things there and they become the lens through which I share what I'm doing. So what can you do with this information? Well, the first thing is you can grow your audience by creating content that speaks to those individual items. So let's have a quick look at what that looks like. So here's an example piece of content here that I did recently. See how in the first line it has growing an email list is a pretty hot topic right now. And it really is. That's what I noticed. I mean, it's always talked about, of course, but it just seemed to be particularly, you know, people were, you know, talking about that Leonid Dawson email and that kind of thing. So I've meeting people where they're at and then I'm taking them on a journey, giving them my perspective, my journey. And, you know, just picking up on what George was saying as well, what's happening in these kind of posts like my approach and the approach I teach is it is about feeling. It's actually about validating because if you read through this, I actually share some really interesting things that really validated people. They're like, oh, right. Yeah. So we don't have to sort of hurry up and be panicked about this, you know. And I think that's a lot of what we're doing in marketing. We're in the business of kind of validating people and at the same time kind of showing them a new way or kind of challenging their thinking in a nice kind of way. There was just this one more. I wanted to show you this one. Steph, my client, she started this by saying, why I no longer help my students with motivation. And that did really, really well. It actually got read out at a police station staff meeting. Because, you know, even though it's to do with horses and you'd have to have a look at it to sort of get understand why. But she ended up getting two clients from that because she really shared her opinion, her perspective. And so it gave her a lot of exposure. So the second thing you can do with this information in and the mo is the message organizer. Right. So that's what the most names for is the second thing is you can craft offerings based on those things. So why this is a little bit fiddly today. There we go. So this is the other template that I'm now using, which I'm just calling the offer template. And I'll run through you how it works quickly. So you have whatever your offer is, like the name of the offer, then you've got an overarching statement. Now this can be taken from part one of your message organizer. I'm going to show you my example in a moment. It's an offer about messaging. So I've only used sort of the messaging part of my overarching statement. And then there's, you know, I'm suggesting that you share a bit of a paragraph that provides a vision for, you know, why this is helpful. And then it's broken down into these couple of little sections like. So the name of the offer was created to help solve these challenges. Now you refer back to your part two. It actually becomes a little bit of a cut and paste. In fact, I was doing one for a client yesterday. I cut and pasted her entire part two. And then I just took away anything that wasn't relevant to that particular offer and, you know, reworded it and, you know, so it flowed nicely. But it's a lot of fun to actually use this template in this way and with the message organizer. The next part is, you know, the offer, this offer will help you, whatever the name of the offer will help you with. You refer to part three. All right. So it's part three is all of those things that they believe they need help with. And so just to show you an example of that, here's my one that says articulate your message a process for creating content that grows your audience and offerings that generate sales. I've got my little vision kind of statement there. And then I go into articulate your message was created to help solve these challenges. So it just works really nicely. The second part of this or the bottom part of this template goes into, you know, you can look at saying something like how to gauge if we would work well together or how to know if this is a good offer for you or something like that. And you can look at part four of your message organizer in, you know, what are the bits in there that need to be bought over. And then I've just got this suggested layout. So this works really well as, you know, really just a starting point. Some people might want to have their offer page a lot longer and I'll get to that in just a tick. But this is just that last point that the last part of what's actually on my website so you can see kind of this process in action. So now that you've seen this messaging system, you might be thinking that you would like some additional support in clarifying and fleshing out your message so that you can have this content that will grow an audience. And in doing that, you'll actually feel more confident about marketing yourself more confident about being visible and showing up online. And of course, this system also shows you how to create offers that people can justify buying. So if you would like some additional support with that, I invite you to join George cow and I in the message building system, which is a four week class. Now let me give you a brief overview of what's covered in this class. In class one, we're finding a focus for your content by exploring your past and how life has equipped you to help others or to mentor others. In class two, we're going to identify specific content pieces that you'll need to create to build your audience. In class three, we're going to explore your point of view, how you view the world so that you can create content through that lens. And that will make your content uniquely different. And in class four, you'll be given a process for creating offers based on this messaging system that people can justify buying. And you'll also be given a simple content creation plan, which is really a plan that will help you implement what you learn in this course. So I really hope to see you as part of this course. The details of how to enroll are below this video. This is Danielle Gardner. Thank you for watching.