Why Isn’t My Landing Page Converting?

This is a huge problem with websites, and frankly, this is why marketing agencies exist. Why isn’t my landing page converting? Your website should be getting you leads and sales, and if it’s not, something is wrong.

So, in this episode, I’m going to go through six mistakes that we see all the time and what you can do about them to optimize your landing page for more conversions.

As always, the basis for what I’m going to talk about today is the five laws of marketing and the Clear Brand marketing flywheel.

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The Five Laws of Marketing Are:

• Story
• Design
• Systems
• Connection
• Visibility

These are the five laws of marketing—these things never change. Any type of marketing you do needs to engage all five laws all the time; otherwise, you’re not going to gain momentum or see the success you’re after.

We’ll also touch on the marketing flywheel. Your website is at the center, and you spin the flywheel around it to build momentum over time—by increasing traffic, generating leads, and getting sales. We repeat this process to keep the momentum going.

There’s another episode on the five laws of marketing I highly recommend you check out, and another on the Clear Brand marketing flywheel. Those will be the foundation for today’s discussion.

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Let’s dive into the six mistakes that destroy conversions on your website and what you can do about them.

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Mistake #1: Assuming You Know Everything

Why is this a mistake?
When writing a website, we often base our content largely on our own opinions. We might do some research—usually relying on Google. But, these days, Google’s first and second pages are often full of websites and blog articles that are poorly researched, written quickly, and sometimes even copied and pasted without good grammar or accuracy.

You can tell these are just surface-level searches, and the content may look well-researched but isn’t. Sometimes, even top responses are low-quality blogs. So, when you Google something, you might think, “I’ve got it,” but in reality, you’re not doing true research.

What about your own messaging?
You’re writing based on assumptions and opinions, which might not reflect what your audience actually cares about. We set out to create a landing page that converts, but if it’s based solely on assumptions, it might not resonate.

The solution:
We need to launch fast and learn from customer data through A/B testing. You can’t learn anything if you don’t launch something first. For example, we recently worked with a client with a very unique message—hard to create messaging for. We launch a website, track conversions, behavior, and run A/B tests on different messages, colors, and layouts.

Example:
We tested different colors for a product launch. Purple was the base color, but ads testing showed that orange outperformed purple significantly—by about 24% in conversions. This demonstrates the importance of testing rather than relying on opinions or “best practices.”

Key takeaway:
Don’t assume you know everything. Test one thing at a time, track conversions, and be willing to adapt based on data. Heat maps and scroll depth are helpful, but ultimately, conversions are what matter most—money pays the bills.

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Mistake #2: Poor Design

Why is this a mistake?
Trust is a key component of conversions. Research shows that 38% of people leave your website if they don’t like your design, and around 50% base their trust on your design.

Many marketing agencies claim, “Good content will outperform good design,” but I ask, why choose one over the other? Both are important. Good design builds trust, which influences buying decisions.

What if you’re not a designer?
Most people overestimate their design skills. Unless you have data or feedback from unbiased sources, assume your design isn’t optimal. Find a professional designer with good reviews, and validate designs through A/B testing.

Example:
We tested different colors for a client’s branding. Green unexpectedly outperformed other colors, leading to a 24% increase in conversions—just by changing one color in the design. We didn’t assume; we tested.

Key takeaway:
Your opinions about design matter less than data. Validate your design choices with testing to ensure they build trust and increase sales.

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Mistake #3: Not Giving Customers Courage (Story & Trust)

Why is this important?
In marketing, storytelling is the first law of marketing. The customer is the hero; you are the guide. The guide provides the hero with a plan and, crucially, courage to act.

How do guides give courage?
Through stories, scenes, and testimonials. For example, in Thor: Ragnarok, Odin tells Thor, “Are you the god of hammers?”—a moment that gives Thor confidence. Similarly, in Black Panther, T’Challa’s father shares wisdom that gives him courage.

In marketing:
Testimonials serve as social proof—showing others who have taken the step and succeeded. They build trust and give potential customers the confidence to act.

Example:
A testimonial might say, “I was hesitant, but after trying this, I achieved great results.” This reassures prospects that taking action is safe and worthwhile.

Key takeaway:
Share stories and testimonials that demonstrate others’ success to give your audience the courage to buy.

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Mistake #4: Unclear Story & Connection

The structure:
Your website’s headline and hero section must connect with your audience’s motivation and problem. Use three acts in storytelling:

• Act 1: The Setup
  Live in your customer’s world. They have a motivation (what they want) and a problem (what’s preventing them).
  Example: Someone with pain wants relief but is frustrated by inflammation.
• Act 2: The Transition
  The hero leaves their world and enters yours. This is where your solution comes in.
  Example: They learn about your product as a natural alternative.

How to connect:
Use headlines that reflect their language.
Example: “Tired of Pain? Discover Natural Relief.”
Think about what they say at home or to friends—words like “I wish I wasn’t in pain” or “I can’t do this anymore.”

Example:
For a pain relief product, focus on their experience, not just the solution. “Are you tired of constant pain?” connects directly with their feelings.

Key takeaway:
Your story must resonate with their world and language. Clarify your message so they see themselves in your story.

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Mistake #5: Not Connecting with Your Target Audience

The misconception:
Many think targeting their audience involves questions like “What do they drink in the morning?” or “What hobbies do they have?”

The truth:
Your target audience is defined by their problem and motivation, not superficial demographics. If they have a problem you solve or a motivation to buy, they are your target.

Examples:

• Selling a natural pain remedy? Your audience is people experiencing pain or inflammation.
• Selling coffee? Focus on coffee drinkers.

How to find them:

• Use organic search to identify what they search for related to their problem/motivation.
• For ads, narrow down by age, income, or location to fit your budget, but remember, the core is their problem and motivation.

Tools:

• SEMrush
• Google Keyword Planner
• Ubersuggest

Help identify high-volume, low-competition keywords.

Example:
If selling a natural alternative to ibuprofen, target people searching for “natural pain relief” or “reduce inflammation naturally.”

Key takeaway:
Focus on their problem and motivation—not just demographics—to find your true target audience.

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Mistake #6: Not Optimizing for SEO

Why is this critical?
Beyond targeting intent, your content must be optimized for search engines. Google favors content that:

• Is high quality and engaging
• Gets shared and linked to
• Keeps visitors on the page
• How to optimize:
• Write incredible, helpful content that solves their problem.
• Use clear headings that match their search queries.
• Include images—preferably custom or original—to boost ranking.
• Use keywords that reflect their problem/motivation, verified with tools like SEMrush or Google Keyword Planner.

Additional tips:

• Focus on low competition, high search volume keywords.
• Balance keyword difficulty with search volume for best results.

Example:
For a natural pain relief product, keywords like “natural ways to reduce inflammation” or “home remedies for pain” are effective.

Key takeaway:
Create content that Google recognizes as valuable and relevant, encouraging higher rankings and more organic traffic.

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Final Summary

These are the six mistakes that destroy your landing page conversions:

1. Assuming you know everything — test everything with data.
2. Poor design — build trust through validated design choices.
3. Not giving customers courage — use storytelling and testimonials.
4. Unclear story — connect with their world and language.
5. Not targeting the right audience — focus on their problem and motivation.
6. Not optimizing for SEO — create high-quality, keyword-rich content.

By addressing these, you can build a high-conversion landing page.

We’re talking about A/B testing for marketing.

This is a topic that we have a lot of conversations about with our clients because we value it highly. I think everyone should be A/B testing their marketing assets all the time—to learn, improve, and get more conversions. This is one of the best ways to consistently increase your conversions, which means increasing your leads and sales.

Today, I’m going to go through what it is and how to do it in a practical way that you’ll be able to follow along with if you’re interested.

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Why A/B Testing Matters

So, before we jump into what it is, let’s talk about why it matters.

As I’ve worked with many clients over the years, I’ve noticed a common thread. We start off in the messaging portion of the project. If we don’t, it’s like viewing marketing as building a bridge—a bridge between you and your customers. You wouldn’t just pick up a hammer and start hammering away without a plan.

So, we want to start by creating a blueprint: planning out the bridge between you and your customers. Part of that is the message we’re going to be using, and part of it is the design.

One of the objectives of marketing is to build and reinforce memories, and you do that by being consistent. If you don’t know what it is that you’re talking about in your marketing, you won’t be consistent. Therefore, you won’t build or reinforce memories.

The same applies to design: if you haven’t settled on certain design elements—colors, fonts, etc.—each time someone sees an ad or a post from you, if the design is different, you’re not building or reinforcing memories.

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The Challenge of Certainty

As we’re in the starting phase of a project, creating the blueprint with a client, I see the same pattern happen repeatedly. Clients want to be certain, the team wants to be certain, and it’s basically impossible on the front end.

In fact, I’ve seen that even the most confident marketers often get things wrong. That’s the fear we all have—what if I get this wrong? What if it’s the wrong color? The wrong font? The wrong message? What if we’re telling the story in the wrong way? Or if just one piece is wrong? How much money are we going to lose?

That’s a big, important question. What we do is acknowledge that these are opinions, and that’s okay. When we’re sitting in a room having a conversation, these are opinions—not data. Opinions are good and can be added to our data set, but they are not the complete picture.

If we’re after leads and sales, we need to track and ensure that our decisions are actually leading to those results. Opinions are a starting place, but we must validate them with data—customer behavior.

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Opinions vs. Customer Behavior

Are these designs or messages actually getting the results we want? Because at the end of the day, we pay our bills with revenue. If an opinion turns out to be unvalidated by customer behavior, I need to know. I need to find out what moves our customers forward in their journey. If I’m wrong, that’s okay—I just need to know. We, as a company, need to be right. No individual needs to be right.

In fact, if you’re watching this thinking you need to be right, let’s pump the brakes. It’s not true.

If you’re more committed to your own opinions and the delusion that you’re right than to data, customer behavior, leads, and sales, you’re paying a high price—literally, lower revenue. So, we want to avoid that.

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Enter A/B Testing

This is where A/B testing comes in. Assuming we’re getting something a little bit wrong, I’ll share some stories of different results and how we can determine which one wins through A/B testing, and even assign a dollar amount to that.

The big question when it comes to A/B testing is: What is your opinion worth to you? Is it worth a million dollars? Ten thousand dollars? Because A/B testing is about putting that to the test and increasing revenue—but it also means you might be wrong. Just know that going in.

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What is A/B Testing?

It’s where we take two variants—sometimes more, but usually two—of something: an asset, a design, a color, a message, or other elements. We put them against each other in a way that allows us to measure specific outcomes. The goal is to see which variant gets us to the outcome we want.

For example: We might test button colors—does green or orange get more clicks? That’s the variant, and the outcome is which gets clicked more.

We want to set up the test so that both variants are seen equally, ensuring accurate data. We track the outcomes to see which one wins and delivers the results we’re after.

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How to Run a Good A/B Test

When building an A/B test, we need to ensure we’re testing things we can control.

Going back to science class—say biology—first, you create a hypothesis, then test it. I disagree: a hypothesis is a bias. If you say, “Orange will win,” that’s a hypothesis based on your expectation.

But in A/B testing, we don’t need a hypothesis. Instead, we ask a question: Which color will get more clicks? That’s the real purpose—finding out what actually works.

We test things we can control: Make sure the button is a precise color, and measure the outcome clearly—clicks, conversions, etc.

Avoid testing vague questions like, “Will people like orange or green?” because that’s unmeasurable. Instead, measure actual behaviors—clicks, conversions, scroll depth, etc.

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Measuring Results

You need enough data—patience is key. A good rule of thumb at ClearBrand is about 100 conversions of the specific outcome you’re tracking. It’s not about how many people see the test, but about the number of behaviors (like clicks or purchases).

Once you reach around 100 conversions, you can assess statistical significance. Tools will help with this—no need to do complex math yourself. They’ll tell you if the results are statistically significant and which variant wins.

If you get 100 conversions with close numbers—say, 49 on variant A and 51 on variant B— that means there’s no clear winner. You can let it run longer or test something different.

The tools will show you the percentage difference and statistical significance, so you can make an informed decision.

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Summary of the Basics

• Decide what you’re measuring (the variant).
• Decide what outcome you’re tracking (behavior).
• Wait until you have enough data for confidence.

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How to Construct Variants

There are two main approaches:

1. Test many things at once.
2. Test one thing at a time.

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1. Testing Many Things

A data scientist might advise against this because it’s hard to identify what caused the winner. For example, if you run two ads with different images, copy, colors, and call-to-actions, and one wins, you won’t know which element caused it.

However, at ClearBrand, we often do this when launching a new site. Before launching, we gather data from the current site—ideally at least 50 days of data. Then, we launch the new site and compare the pre-launch data to post-launch data.

This is effectively an A/B test of the entire site. It’s faster because we’re making multiple changes at once, but it’s also a big leap forward.

Once the new site is live and data stabilizes, we test one thing at a time to understand what truly works.

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2. Testing One Thing at a Time

Once we have a new baseline—say, after doubling conversions—we refine further. We test one element—like button color—by splitting traffic equally (50/50 for two colors, 33/33/33 for three).

We let the test run until a clear winner emerges with statistical significance. This approach helps us understand cause-and-effect relationships.

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Testing Ideas vs. Testing Specific Elements

For example, with running shoes, you might test the headline:

• “Run faster and win more races” vs.
• “The lightest running shoes on the planet.”
• Or test one word change:
• “Lightest shoes” vs. “Brightest shoes.”

The key is to keep tests focused—one idea at a time.

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How to Know if Multiple Changes Are Responsible

If you change both button color and text, and one wins, you won’t know which change caused it.

To isolate effects, test one element at a time—small, specific changes.

If you want to test multiple elements, do so sequentially rather than simultaneously, to maintain clarity.

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Additional Tips

• Always measure customer behavior—clicks, conversions, purchases.
• Use tools like Google Optimize (free) for website testing—requires some development knowledge.
• For low traffic, consider running ads, surveys, or sales calls to gather data faster.
• Heat maps can provide insights but shouldn’t replace direct testing or customer feedback.
• For branding or naming, crowdsourcing via survey sites can be effective.

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In Summary

• A/B testing helps you move from opinions to data.
• Test one thing at a time for clarity.
• Gather enough data—about 100 conversions—to ensure confidence.
• Use tools to simplify analysis.
• When traffic is low, supplement with ads, surveys, or direct outreach.

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Final Recap

• We want to A/B test because our opinions are almost always wrong.
• We aim to validate with customer data.
• Set up variants and measure specific outcomes.
• It’s okay to test multiple things initially, but then refine to one element at a time.
• Constantly learn and improve to increase leads and sales.

There are many tools out there—Google Optimize is a good free option if you have some web development experience. If traffic is low, get in front of people via ads, surveys, or calls to gather customer insights.

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Thanks for listening to the Clear Brand Academy podcast, where we take the mystery out of marketing and help you get more leads and sales with a clear brand and proven tactics.

If you enjoyed this episode, please leave a review on Apple Podcasts or wherever you listen.

Alexander: When Digital Reach first started, our website was not impressive. Like, we have a great website now, but we didn’t have a great website then. It didn’t matter if somebody was being referred to us—if we had a friend who said, “Andrew and the Digital Reach team are great, you can trust them,” they’d go to our website and see, “Huh.” You know, it’s not super encouraging, but it’s not going to kill the deal.

But if you’re trying to advertise, trying to get organic traffic, sending emails to people—that traffic is not showing up with a pre-existing source of trust. You have to build trust with them first. So, having a crappy website or web experience—yeah, it hurts the trust.

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Alexander: Welcome to the ClearBrand Marketing Podcast, where we take the mystery out of marketing and help you get more leads and sales with a clear brand and proven marketing tactics. I’m your host, Alexander.

Today, I’m talking to Andrew Seidman. He’s the co-founder and CEO of Digital Reach, where he has spent more than 10 years designing full-funnel go-to-market motions for enterprises and funded startups—things we’re going to hear a lot about today. He’s a former high-stakes professional poker player and, as such, is no stranger to process orientation, risk management, and time-sensitive decision-making. Welcome, Andrew.

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Andrew: Thank you very much, Alexander. It’s good to be here. Glad to have you.

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Alexander: We’re going to get into some things today that I get a lot of questions about, but a lot of folks don’t really have the answers. So, I’m excited to hear from you and pick your brain on some of these topics.

First, this is go-to-market. So, for folks who might be bootstrapping their own thing and not doing anything with funding or developing a big launch, walk me through: who do you typically work with, and what is go-to-market? When does someone need that?

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Andrew: Yeah. So, we started Digital Reach over 10, almost 12 years ago. We began as a paid media company, then iterated from that. We realized success with paid media depended on other things—like having a great website, good landing pages, appealing content, a resonant brand message, and data that didn’t drop leads or let conversations lapse. All these elements are interdependent.

Today, we focus on full go-to-market strategies, which we break into four pillars: branding, content, digital experience (like your website), RevOps (data and reporting), and pipeline-generating activities—like advertising, SEO, email marketing, social media, and so forth.

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Alexander: So, what is a go-to-market, exactly? And when does a company reach out for help with that?

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Andrew: It depends on the organization. We tend to work with well-funded startups—raised $50 million or more—or enterprises with global operations.

For startups, often their efforts are chaotic, with no central plan, leading to conflicts—like sales and marketing messaging not aligning, or data systems built by someone who left, causing crises.

For enterprises, it’s more strategic: they might have a vision for where they want to be in one or two years, and we help craft a forward-looking plan.

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Alexander: And what about product-market fit? How do you determine if a company has it before diving in?

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Andrew: Virtually every company with customers has some product-market fit. We often start with a product-market fit analysis—looking at existing customer data: what they buy, who they are, and which customers are happiest and most likely to refer others.

For example, if 80% of your best customers buy Product X, and those customers are in a specific industry or segment, that’s a strong indicator. It helps focus your marketing efforts more effectively.

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Alexander: So, data plays a big role here. Knowing where the money is coming from, parsing your data, and reverse-engineering niches—does that tie into product-market fit?

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Andrew: Absolutely. Data is often underrated. I come from a marketing operations background, so I value automation systems like HubSpot, Salesforce, and others. Good data hygiene allows AI tools to analyze and find insights—like which products sell best, customer satisfaction, industries, etc.

For example, feeding organized data into AI can reveal hidden patterns, helping you identify your most profitable segments and refine your messaging.

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Alexander: What are the baseline elements everyone should be tracking?

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Andrew: In B2B, at minimum, you need to track leads—who’s interested, their contact info, and their company details. You also want to track account info—like company size, industry, revenue, funding—and the history of opportunities or deals.

Knowing who was involved in the buying process helps model future deals. Core objects are leads, contacts, accounts, and opportunities. Additional data might include product usage, engagement, or other relevant info depending on your business.

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Alexander: And what about traffic sources? How much do you care where the lead came from?

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Andrew: A ton. Attribution is tricky, especially in B2B with long sales cycles and multiple touchpoints. Last-touch attribution often oversimplifies things—people might see your brand in social media, hear about you from a friend, get an email, then Google you. The last touch isn’t the whole story.

A better approach is multi-touch attribution—tracking all interactions. Some agencies use a simple but effective method: a required form field asking, “How did you hear about us?” Even if someone found you via Google, they might say, “I heard you on Alexander’s podcast,” which helps you attribute the lead more accurately.

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Alexander: That makes sense. And even if the metrics are imperfect, having some data is better than none, especially for internal validation.

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Andrew: Exactly. For internal reporting, showing ROI from brand or content marketing is harder, but still valuable.

For example, if you spend $100 on Google Ads and get $115 back, that’s clear. But brand awareness efforts are more long-term and harder to directly attribute. Still, having a presence early in the buyer’s journey is crucial.

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Alexander: Let’s shift gears to AI. How is AI changing marketing functions?

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Andrew: It’s not fully there yet, but the potential is huge. About a year ago, I saw a lot of hype but believed much of it was smoke. Now, AI can do more—like connecting systems, automating data updates, and making marketing more effective.

For example, imagine a recorded Zoom call where AI detects that I moved from San Francisco to Denver, updates your CRM automatically, and notes the reason. Later, if I plan a trip to Denver, AI can help you find contacts or target ads in that location without manual effort.

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Alexander: That’s powerful. So, AI acts as a glue—stopping data loss, updating systems, and automating actions.

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Andrew: Exactly. It can handle high-context tasks—like understanding your core value proposition or buyer personas—and execute based on that.

For instance, if your brand message changes, AI can automatically update your website, landing pages, and emails. As AI gets smarter, it will handle more complex, high-context tasks that currently require human input.

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Alexander: And the automation of updates is a game-changer. It’s like having a second brain managing your data and content.

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Andrew: Yes. For example, imagine tying all your brand messaging documents to your digital experience and ads. If you decide to target a new account segment, AI could update your website, landing pages, and email templates automatically, saving massive time and effort.

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Alexander: That’s incredible. It’s like the future of integrated systems working seamlessly.

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Andrew: Totally. The more AI advances, the more it will handle complex, high-context decisions—though some aspects, like defining core values, will still need human input for now.

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Alexander: Great insights. Now, let’s talk about pipeline management. This is often what clients need most.

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Andrew: Absolutely. The pipeline is where everyone wants to be. First, we assess their go-to-market motion—are they driving high-quality leads of similar value? Are they account-based or lead-based?

For example, some clients only sell to specific accounts—they won’t even talk to leads outside their target list.

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Alexander: And from a digital media perspective, what channels do you recommend?

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Andrew: Channels include paid media, email, organic search, organic social, content syndication, programmatic advertising, word-of-mouth, field marketing, and events. These are manageable options.

Paid and email are fast—spending money on ads or email can generate responses immediately. Organic search is powerful long-term but slow—taking six months to a year to see results. Organic social and targeted outreach, like LinkedIn connection requests, also work well if done thoughtfully.

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Alexander: How do you target those emails? Do you use job titles, technographics, or other data?

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Andrew: Data is key. For example, to target RevOps leaders, I’d use technographics—like BuiltWith—to identify companies using certain tools. Then, filter by company size, funding, or revenue.

I’d upload that list into my CRM and LinkedIn, then craft tailored messages—like a guide for RevOps. The goal is to make the message relevant and resonate with their specific circumstances.

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Alexander: And on LinkedIn, do you use InMail or connection requests?

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Andrew: Both. We use a sequential retargeting approach: first, target broad audiences with ads; then, retarget those who engaged with more specific content; finally, reach out directly via connection requests or InMail. The key is relevance—delivering the right message at the right stage.

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Alexander: And trust plays a big role here. How do you build trust?

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Andrew: Trust is the ultimate currency. Early on, giving away valuable insights demonstrates expertise. Social proof—like endorsements from respected contacts—also helps.

As prospects move down the funnel, their experience with your product or service matters: exceptional onboarding, attentive salespeople, exceeding expectations—all build trust and turn customers into advocates.

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Alexander: Any memorable stories about building trust?

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Andrew: Yes. Zappos is a great example. They’re famous for exceptional customer service. Once, I lost a shoe, and they responded immediately—offering to send a new pair, even though it was my fault. That level of care built immense trust.

When a company consistently exceeds expectations, trust becomes part of their brand identity.

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Alexander: That’s a powerful story. It shows trust isn’t just about messaging but about delivering an experience.

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Andrew: Exactly. Your brand isn’t just your function—it’s how you make people feel.

Nike, for example, sells athletic shoes, but their brand is about inspiring greatness. Zappos sells shoes, but their brand is about extraordinary customer service. Building trust through experience is what differentiates brands.

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Alexander: And in a competitive landscape, that trust can justify higher prices.

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Andrew: Yes. If your brand promises quality and reliability, customers will pay more for that assurance.

Think of car brands—luxury brands like Lexus or BMW. They’re not just selling a function; they’re selling an experience and trust.

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Alexander: Great point. So, to wrap up, is there anything missing from this pipeline conversation?

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Andrew: Tons of details, but the core is that it’s an interconnected system. You can’t just put all your money into one channel and expect results. It’s about balancing paid, organic, brand, and content efforts—building a system that works together.

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Alexander: Love it. If someone’s interested in working with you, how do they find you?

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Andrew: Go to digitalreachagency.com. You can also find me on LinkedIn. We offer an introductory program called the Roadmap. It’s an immersion into the four pillars—branding, content, digital experience, RevOps, and pipeline.

We evaluate where you are, give you a letter grade, and provide a detailed go-to-market plan—how long it will take, costs, priorities. From there, you can implement in-house or bring us in to help build and scale.

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Alexander: Perfect. Thanks, Andrew. This has been a great conversation.

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Andrew: Thanks for having me.

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Alexander: Thanks for listening to the ClearBrand Marketing Podcast. If you need help with your website or marketing, visit clearbrand.com to learn more about how we can help you write, design, or implement a better website and marketing strategy.

This is what marketing agencies and gurus are basically doing.

They did this for one client or five clients, whatever it is, so they say, “You need to do that too.” But there’s a problem with that approach:

Your offer is different.
Even if you’re a lawyer and you find a marketing campaign that worked for lawyers, your offer might be a little different. Some guru out there might think their strategy works for everyone, but it doesn’t.

This is why I believe questions are actually the right way to start your marketing strategy. Understanding a foundation of how marketing functions allows you to build from there. That’s what we’re going to do in this video.

I’ve done a previous video on the Four Laws of Marketing. What we’re basically doing is taking that and building it into your strategy. Think of it like physics versus engineering:

• Physics is what you need to understand to build a bridge.
• Engineering is how you build that bridge.

If I say, “This is how you build a bridge,” and it’s the only way, and it works best for everyone—that’s not true. Bridges come in many forms: archways, supported from above, short, long, etc. We have to abide by the laws of physics first, then apply engineering concepts. From that, we can construct a bridge that carries the load for its purpose.

Marketing is like building a bridge between you and your customers.
We’ll go through the four laws, put them together in terms of physics and engineering, and call that the Marketing Mansion. You’ll learn how to apply these laws to build a bridge between you and your customers. There are key questions to determine which activities and channels are most effective for you. And at the end, we’ll go through testing for leaks—making sure you’re not wasting your entire budget on strategies that don’t work.

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The Foundation of the Marketing Mansion

Let’s start at the bottom. Imagine drawing this out on a napkin. On screen, you’re seeing stairs—like the Greek Parthenon—this is the foundation of your marketing. All of your marketing is built on building memories.

Why?
Because at any given time, of all the potential customers, 95% or more are not ready to buy today. If you’re not building memories, you’re wasting 95% of your budget.

Example:
There was an ad from Miller Light about 10 years ago. They tried to model it after successful ads from Bud Light. The problem? They modeled it too well. In surveys, many people thought the Miller Light ads were for Bud Light. Miller spent money building memories for Bud Light instead of their own brand.

How do we make sure you’re building memories for your brand?
There are two ways. (And we have a checklist in the show notes to help you walk through this process.)

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Building Memories: The First Pillar

1. A Clear Story
Your story is your messaging—your ethos, your feel. For example, Red Bull’s story is “Red Bull gives you wings.” Their advertising shows cartoons where Red Bull gives you wings, in various scenarios. Your story doesn’t need to be literal, but it must be consistent, engaging, and emotionally resonant.

2. Distinctive Design
This continues the ethos visually. Red Bull’s cartoons are distinctive. Your design includes your logo, colors, fonts, and characters (like Geico’s Gecko). The combination of story and design makes your brand recognizable and memorable.

Example:

• Geico’s Gecko, with its humorous feel.
• State Farm’s red, All State’s blue, Liberty Mutual’s yellow. Each has staked its claim with a unique look and feel.

The goal:
Be different and distinct from competitors in look, feel, and messaging.

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The Pillars of Activity

Now, imagine the mansion’s four pillars, each sitting on blocks.

• The left two pillars are on one block: Maximize Availability.
• The right two pillars are on another: Reach the Market.

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Pillar 1: Maximize Availability

Key Question:
Where do people look for what I sell?

Tip:
Think in terms of your category, not just your current location. For example, if you sell ice cream, people might go to Walmart, Target, natural grocers, or local stores. They might also search on Google, visit conferences, or talk to coaches.

Next step:

• Brainstorm where people look for your product or service.
• Prioritize impact and feasibility—what’s possible now, and what will make the biggest difference?

Example:

For Google searches, the first page is often dominated by lists and directories.
Your strategy might be to get listed on those directories first, then rank for specific keywords like “SEO for lawyers” or “marketing agencies near me.”

Apple’s example:
When launching the iPhone, Apple didn’t just rely on their brand. They partnered with carriers like AT&T, sold at Best Buy, and other outlets—making it easy for customers to find their product.

Summary:

• Be easy to find where your customers are looking.
• Prioritize impact and feasibility.
• Think long-term about how to get on the right shelves, in the right stores, or on the right platforms.

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Pillar 2: Easy to Buy

Main principle:
Remove friction. Make it easy for people to buy from you.

Questions to ask:

• Is it easy to schedule a call or purchase?
• Do you have availability on your calendar?
• Is your website modern, trustworthy, and clear?
• Is your pricing transparent and competitive?

Example:
If you’re twice as expensive as competitors, why should someone buy from you?
Are your features and value clearly communicated?

Remember:

• Even if you’re more expensive, you can justify it if your messaging is clear.
• Make the buying process frictionless.

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Moving to the Right Side: Reach the Market

Key question:
How do I get noticed by people who might buy?

Sub-questions:

Who might buy?
Where are these people now?
How do I get noticed?

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1. Who Might Buy?

Tip:
Define your target audience broadly.

Example:
Harley-Davidson’s target is “biker gang tattoos, beards, leather jackets,” but only 3.5% of their revenue comes from that niche. Most Harley owners are regular people who like Harley but aren’t part of the “biker” stereotype.

Avoid overly narrow avatars:

• Don’t focus only on “Elon Musk wannabes.”
• You can’t target “wanting to be Elon Musk” directly via ads.
• Instead, target problems or needs.

General rule:
People buy because they have a problem you solve. Look at your past customers—diverse groups often buy the same product.

Example:
Jewelry ads target men buying engagement rings.
Location, income level, and life events matter but don’t overcomplicate.

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2. Where Are These People Now?

Question:
Where do your potential customers spend time?

Platforms:

• Facebook, Instagram, TikTok, LinkedIn, YouTube, streaming platforms, conferences, partnerships, etc.
• Think broadly—your audience might be on multiple channels.

Example:

• For ice cream, they’re at grocery stores, stadiums, or movie theaters.
• For lawyers, they might be at legal conferences or talking to a business coach.

Sub-question:
What will get them to notice and pause?

• What will make them stop scrolling, watch, or visit your booth?
• Use creative hooks, humor, or valuable offers.

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3. How Do You Get Noticed?

Focus:
Create ads or content that get attention.

• What makes someone pause?
• What makes them laugh or feel compelled to share?

Example:
A speaker at a conference invites attendees to visit his booth with a free offer.
Visuals, headlines, or offers that stand out.

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The Two Main Strategies for Reach the Market:

1. Reach all users continuously

• Advertising works by reaching and nudging.
• Not just tracking clicks, but building awareness over time.
• When you run Facebook or Google ads, your brand stays top of mind, priming future purchases.

2. All users

• This is more complex.
• People move in and out of the market.
• Repetition helps build memories, so when they’re ready, they think of you.

Example:
Someone sees your ad once a week; over time, they remember you.
Even if they don’t buy immediately, they’re primed for future.

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Testing and Validating: The Roof of the Mansion

Why test?
Because we’re often wrong, and we don’t know it. Build into your strategy a process to test and validate.

How?

• Start small to minimize risk.
• Once validated, go big.

Start small:

• For example, run Facebook ads with $100 or $1,000 depending on your size.
• Jim Collins’ Great by Choice emphasizes starting small to stay safe.

Go big:

• After testing, increase your budget to scale successful channels.
• For example, if $1,000/month works, double it to $2,000/month.
• Important:
• Don’t skip either step.
• Test small, validate, then scale.

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Final Summary

• Foundation: Build memories with a clear story and distinctive design.
• Pillars: Maximize availability, reach the market, and test/validate.
• Roof: Continuously test and validate to avoid costly mistakes.

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If you found this helpful, let me know in the comments. If you have questions or want other videos, tell me there. And don’t forget: you can go through this process with our Marketing Mansion Checklist in the show notes.

See you next time!