Tuesday, 29 December 2009

Time is of the Essence

It’s been a while since I put out a blog post and it all comes down to the one critical thing a person needs when preparing a Start-up and then even more during the process - Time Management. In light of this major stumbling block I’ve happened upon (yet again) – I thought I’d tell you about it in an effort to get back on track with weekly blog post. I’ve done one Start-up, which currently is my day to day business – but it was on the back of nothing else to do and quite simply....survival. My craving to rid myself of a boss, not sit in traffic every morning and completely do as I please, were my other motivating factors that time around. It also turned up the heat on my deep seated drive for success and my primal instinct for independent security.

This time it is different! This has nothing to do with survival – I already live a mostly comfortable life and have secured a place in my industry that will see me never having to pine for work. This is about my dream to create something awesome that is of interest to me and uses all the elements of efficiency and effective operating – just the things I love! It may also end up being a steady passive income in a few years time. So tell me – how does one put a price on that? How does a person motivate themselves to put in the time and even more importantly dedicate many hours to the project when there is no dire need? How does one make sure that their time is used effectively and efficiently to the point of basically creating more time to do even more? It’s a mindset and it’s all about passion for the project with a good work ethic. If you don’t have those – you should remain an employee.

Work Smarter, Not Harder

That's what I’ve often heard people say. And it's something everyone can learn from. I was once told by a friend of mine “You’re the laziest person I know! I have never met anyone that spends as much time finding easier ways to do things, just so you can be lazy later on!” He was serious! Since as far back as I can remember – I’ve always wanted to make things work more effectively. Take it from me - it is seriously worth putting in a little bit of extra time early on so that you can get a whole lot more out later.

There is something so magnificent about pulling everything you have into one focused attempt which can breeze past faster than you ever imagined. I am a master at pooling my resources and narrowing my concentration into a funnel for one project. The key is – how badly do I want it? How badly do you want it is something you MUST (in my opinion) assess at the get-go. Do yourself a favour and write a story about it if you have to, before wasting many hours on hard work. A second, part time, after hours, passion for life project is a great adventure – but requires discipline. Let the passion drive you to exceed your own expectations.

So now that I’ve established my want, need and enthusiasm for this project. How do I change my frame of reference with regards to time? I have found myself to be forever chasing my own tail. I work full time and more often than not after hours as well on projects for my day to day business – how do I become smarter and work less on that, so that I can pursue my even bigger dream? My favourite saying of all time – NIKE! I’d be very surprised if anyone reading this doesn’t know what it means – but just in case – NIKE is a fabulous brand that has invaded the minds of billions of people in many nations with their emotive stance of JUST DO IT with the added ‘tick’ as their symbol. It is simple genius in the world of brands. That is why it is my motto for anything that I am passionate about! So in answer to my own question – I just say "NIKE".

Just make the time. Be strict if you have to – set aside certain times and make it the same as you would ‘time to cook and eat dinner’. I will be doing this for the year of 2010 and let’s see if can also get a blog post out once a week! If you are not able to discipline yourself in this way – you may as well set a 5 to 10 year goal to get it off the ground. Time is a commodity that cannot be replaced with more – it is what you do with each unique moment that will enable you to maximise your efforts.

So let me end with this

The ability to concentrate and to use your time well is everything if you want to succeed in business – or in anything else, for that matter ~ Lee Lacocca

Wednesday, 19 August 2009

Endorsed Strategy - To Be or Not To Be?

Welcome back! That's to me of course. I'm not entirely convinced that it's possible for someone in the advertising industry to stick to deadlines, except the ABF (Absolute Bloody Final) one. I have now reached what I consider to be my ABF on this blog post – so here it is!

Truth be told, I have been grappling with the written expression of the endorsed strategy because I find it a rather convoluted strategy, in that, there is no really clear strategy around it. Shhh – don't tell the marketing guru's! This is probably why I like this strategy the most. I feel it strikes a great balance between expensive "multi-branded" and limited "monolithic". Now don't get me wrong, there is most definitely a place for both of those and I'd happily work within their constraints, if the product or service fits their mould. In fact, there are times when they are the only structures that will work.

When working within an endorsed strategy, the freedom to do what you please, but still adhere to a framework is where the creative juices really start flowing. It's like being sixteen all over again! You get to express your own individuality (within solid parental type boundaries), you can disown your brothers and sisters if they embarrass you and you have the backing of a big daddy, who has a message that is much bigger than yours – not to mention the financial means to bail you out of trouble! What a wonderful mix in my eyes. It gives products or services two chances to grab their markets attention with their message.

There are several associations that a 'sub brand' (for want of a better name) can have to its endorsed brand:

1. A suffix or prefix like CitiBank/CitiFinancial/SSB Citi or Toyota Yaris/Toyota Camry/Toyota Hilux.

2. Using the same typeface, symbol or logo like Toyota, Sony and many more.

3. Using "A member of...".

These may seem like clear cut boundaries and options, but hopefully you noticed that I used Toyota in point one and two? Many companies will use more than one of these – if not all three. It depends on what the sub brand calls for. The danger here is obvious - brand confusion, clutter and proliferation. You need some good policing forces on the ground (at least one nanny per sub brand) to make sure all the rules are being followed and no-one is behaving too big for their boots!

From the options above it is easy to see how cozwecan.com has basically, by default, opted for an endorsed strategy by choosing to include a prefix at the front of our domain name to differentiate our products. But here comes the argument. What makes us different to Virgin who has a monolithic strategy? If you feel the need to object, please sit tight. There are those who will argue that it is an endorsed strategy because of the fact that Virgin looks like it has many sub brands with their own logo's and colours etc but I don't believe that is true. Virgin is the brand – not Active, not Atlantic or anything else – just Virgin. Simply put - when the corporate identity is dominant, you've got a monolithic brand. When the individual product name has the upper hand, you're dealing with endorsed branding. If you're just as confused as when you started – don't worry – you're not the only one. It can be quite hard to distinguish the difference and there is another name for that – brand confusion! This is probably the single biggest danger faced by endorsed strategies – but it need not be of concern if managed correctly – just like any pitfalls of any strategy.

So I'll ask the question again – what makes us different from Virgin and why are we not going with a monolithic approach? Virgin is Virgin Mobile/Virgin Active/ Virgin Atlantic and we are pix.cozwecan.com / anything.cozwecan.com / something.cozwecan.com? Apart from the fact that monolithic approaches can often be the result of corporate egotism, or brought on by the desire to influence stock market investors it can also be an incredibly effective means to extend the reputation of one well known dominant brand into similar or even different markets. For now I feel it is probably a very limited approach for what we are looking for. For now that is...

As our identity and products start to fall in place we may choose to make me eat my words...literally.

Until next week – over and out!


Thursday, 30 July 2009

The Multi-branded approach

Welcome to my fourth blog post!

We recently finished a fabulous but exhausting logo design process – thanks to everyone who voted! We received and commented on over 1000 logo designs and I could never have anticipated having seen our "name" written in so many ways. It was awesome to work with over 100 designers from all over the world – all giving it their best shot! I would recommend this process to anyone – but remember to set aside the time – or employ someone to be interactive with the designers – they cannot produce what you want unless you are involved. It was also incredibly interesting to see how our "brief" changed over the 7 days. It is crucial to keep an open mind when having a logo designed – if you aren't – you could miss out on so many fabulous ideas you never dreamed possible – and that, my friends, is completely your loss. But that's for a future blog post. Yes - that was subtle marketing :-)

Onto the multi-branded approach – shall we? I'll use this term throughout because I feel it best describes what we are talking about – multiple brands in one strategy. Just know that there are many different 'names' for this approach – this just happens to be my personal favourite.

Multi-branding allows the holding company all the possibilities in the world when expansion is a key focus and cost is not a factor. Some examples are: Unilever, Proctor and Gamble and the Santan Der Group amongst many. A company can have varied products with varied lines under them, e.g. – most people are unaware that Unilever owns a variety of washing powders on the shop shelves, all separately positioned for different markets, with different values and selling points. It is not unusual with this approach to produce competing products in the same market – why – so that you can 'own' the markets, without being in your face about it. Some of the brands that use this approach have taken choice to a whole new level. A consumer looks at the shelves and feels as though they have this fabulous choice of product and if a certain brand becomes contaminated or a consumer doesn't like one of their brands, for whatever reason, they still may not lose that customer to a competitor because of their fall back brands.

The most obvious negative of this approach is the cost! It is very expensive to promote multiple brands and the performance of the products and services need to be monitored closely to ensure they are bringing in what they are spending to be alive or it is time to cut the product. This approach can be highly successful if each Brand is strong enough to support itself entirely and has a healthy advertising budget to boot. It is an extremely competitive market and not for the faint hearted. You are spending money just to fight for market share with another one of your own products - is it a brilliant or very expensive way to keep your competitors at bay? Probably both of those combined...

cozwecan.com does not really lend itself to being a multi-branded entity because we feel all the brand names are too similar – it wouldn't take a rocket scientist to figure out that pix.cozwecan.com and somethingelse.cozwecan.com are sister sites. So perhaps our fate is the Endorsed Strategy? We'll find out next week...have a good one!


Wednesday, 22 July 2009

Dialogue v Monologue

Well, I'm sure I was going to elaborate on exit strategies and how not to get burned, but I read an interesting article in the McKinsey Quarterly that I thought was rather interesting, especially given what we've been doing over here in cozwecan. Donna Hoffman from The Sloan Centre for Internet Retailing wrote about how companies are still wrapped up in talking at customers and consumers, rather than listening to them - a monologue as opposed dialogue. Now as all Americans know, no idea is worth it's salt unless it has a snappy acronym, and on this point Donna doesn't disappoint: her model is tagged LEAD: Listen, Experiment, Apply, Develop. In other words, how do companies influence the flow of information relating to their business when the information is longer owned or controlled by them, but rather shared amongst consumers. So what does it all mean, and why is it relevant to cozwecan?
Firstly, we should all have our ears to the ground and listen out for what people are saying about our companies. It's no good shouting from the rooftops these days as no-one pays any attention - in fact, consumers are far less likely to believe what you have to say about yourself than they are those within their social sphere, or graph. A case in point is our crowdsourcing experiment in sourcing a logo and putting it to the popular vote: it's less about what we think and more about what our future customers think.
We also need to experiment, and it's more about tactics than strategy: social media is an ephemeral thing, and if you debate for too long as to whether you should jump in or not, you'll fast become the kid still using a piece of string attached to two empty cans rather than the latest iPhone. The beauty of social media is that you get to be where your consumers are, and the only way you'll get to be trusted is to be out there, warts and all.
Whatever you learn, make sure you apply it to the rest of your business, such as optimising your site for social network sharing. It's no good engaging with your customers only to have them disenchanted when they get to your website.
And finally, make sure that the Internet and social media becomes the dominant factor in your marketing mix.
Now I know none of this is particularly revolutionary, but it struck a chord for me, no doubt because our website is pure web 2.0 - the incubator of social media - and that we've experienced our first taste of consumer engagement. And speaking off incubators, I'm off to the birthplace of web 2.0 - San Francisco and Silicon Valley - for a couple of weeks, so no boring posts from me until I get back...

Wednesday, 15 July 2009

Branding Approach: Let's get Monolithic

Hello again

I firmly believe that it's more important to own markets than to own products and the only way to own markets is to own dominant brands. Branding a new company is often a very exciting project and should be enjoyed from the word go! Once you know the rules of engagement it is a very simple game to play.  An overview of the different branding options a company has available to them is an invaluable exercise, so without further ado:

Monolithic Strategy:

"Mono", meaning "one", markets one brand only. Some examples are: IBM, Google and Microsoft. Some plus's of this approach are; the ability to create a strong brand identity; minimises confusion; reduce proliferation (many brands equal many strategies) and it is the most cost effective route.

I must warn anyone reading this, that even if you need to be frugal due to financial constraints, budget is not a good reason, nor will it ever be, to go this route. One of the aspects of this approach can either be seen as a negative or a positive attribute, depending on your brands' need. This is that all of the products need to have a single minded message that can be put across to an audience and whatever products emerge will all have to have the same message to convey. The good part is that any investment made through communications or research will benefit all of the products or services. The bad part – can all your services and products deliver this message? The answer to whether this will work for you will largely depend on what your product or service is. Can they be marketed together? Do they all have the same values like 'quality' or 'prestige' or 'reliability'? If not, then I highly recommend you go for a multi-branded or endorsed strategy and just make every penny count.

The biggest negative to worry about, marketing wise, is if one of the products or services isn't operating correctly, its performance can contaminate the values across the entire brand. If Volvo had to make a potentially dangerous car, like a sports car and it emerged that the cars where a hazard to own because they were badly built, the entire brand would be crucified and sales across the board would most probably drop.  Even though Volvo have spent so much time and money on positioning themselves in people's minds as "the safest car on the road", people are generally fickle, and will more often than not begin doubting the brand integrity as a whole and not just that of the sports' 'version'.

cozwecan.com does not typically lend itself to a monolithic structure because then we would have to direct people to cozwecan.com to click through to their preferred service or product site which we feel is a wasted 'extra' step in a customer's already busy world. This is not to say that people won't be able to go to cozwecan.com and click through to the sub sites, but it will more than likely not be marketed that way.

It could also not really fit with this structure (even though anything can be squeezed) because we know from the outset that it will comprise of many different products and services that would often be too different in nature to keep under one umbrella. cozwecan.com will have a common vision and statement, but the products may all need individual treatment.

That's all for this week!  Next week I'll be exploring the world of the multi-brand approach.

Have a great week.


Monday, 6 July 2009

Planning your exit before you burn

Ever sat on a plane during the safety procedure announcement and paid little or no attention? Yip, thought so. The reason we choose to ignore this is twofold: one, we don't really think it's not going to happen to us, and two, we've heard it all before and know what to do, right? Right…
The fact remains that a significant number of start ups don't get to enjoy a second Christmas party, and you need to consider what events (or "triggers") will cause you to exit the business ("OMG, the engines are on fire"), how you will exit ("If I can climb over this fat guy, I reckon I can make it to the emergency exit first…"), and what you'll do next (after the adrenaline rush of the emergency slide).
Now there are clearly hundreds of potential triggers, and it's up to you to try and anticipate what they could be and how you'll react if they occur. By visualising the potential triggers, not only will you be better suited to deal with them, but you'll also be less emotional and more rational. So, without boring you with an endless (and quite frankly, off putting) list of potential pitfalls, the most common include:
  1. Poor market research leading to unrealistic expectations of world domination
  2. Realising that while the idea sounded great at the pub, your level of expertise/knowledge/experience isn't quite good enough (no, scribblings on a beer mat do not constitute a solid business plan…)
  3. The cost of setting up a business and keeping you in beer money are at odds with one another (the need for beer money almost always wins, which means going back to being an employee), which means
  4. You spend the marketing budget on beers. The result is that no-one knows what you do. Not even your mum. And no, just because you've built something doesn't mean they will come…
  5. You get bored with the endless cycle of working hard for no money. And even if the recent shenanigans of financial institutions has turned you into a Marxist, the novelty of endless graft for no crust will soon wear off. Trust me.
  6. You sound the rallying cry, but when you turn around mid-charge, you notice you're on your own and that your business partners have decided that discretion is the better part of valour.
  7. Finally, you are in fact a genius, you've surrounded yourself with geniuses, you have a fantastic product at a great price that you've marketed brilliantly and someone makes an offer to buy you out.
So, regardless of whether you jump on your own accord, or are thrown unceremoniously by the vicissitudes of the market economy, your departure from the business needs to be pre-planned. As I mentioned earlier, there are a multitude of potential triggers, but they all lead to the same question: how does one exit quickly and cleanly.
So, next week I'll discuss more specifically the potential triggers we're facing at cozwecan, and the various exit strategies we're considering.

Saturday, 4 July 2009

More on Branding

Brilliant Design will bring with it a recognisable "face" which we will nurture into a Brand. You can never pay enough for creative design, so let's not short change 'the creatives' – they don't take kindly to it. I wonder if the people who created the 'Google' (brand value in 2008 around $86m); Microsoft (BV in 2008 = $70M$) and Coca Cola (BV in 2008 = $28m) thought their 'designs' would be worth so much.

I once read somewhere that "The Bitterness of Poor Quality is Remembered Long after the Joy of Low Prices" and I have to agree whole heartedly. When clients' say to me, "How can you charge me that for a logo design or ad", I just want to cringe. Regardless of the fact that I know I am "cheap" by all accounts, I know that if they don't have the money to make the logo or ad they certainly will never have the money to 'flight' the ad or promote their brand in any significant way so as to improve its worth. Great natural 'creatives' are hard to find and every Tom, Dick and Harry coming out of a quick design course ends up thinking they are now a 'creative' when they actually haven't a cooking clue as to what they are doing. Being able to operate a design program is not an automatic qualification as a "creative".

Brand Loyalty = Profitability. This is why we all work, isn't it? We want to be profitable. The most important asset of a company should be their brand. Having said that, it goes without saying, that you should be prepared to spend money promoting and refining your brand over time. There are many instances where a brand is equally as important as a product and Coca Cola is a wonderful mix of brand and blend.

The Coca Cola brand is super powerful, but it's an equal mix of taste that keeps it alive. According to The South African Advertising Book, when Coca-Cola launched New Coke in 1985, their customers were furious and used the 1-800 number Coke had established, to let them know just that. The normal volume of calls were around 400 a day and right after the launch this jumped to 12 000 with most people saying they enjoyed the old taste. Coke responded immediately by re-introducing Classic Coke and about 18 000 American consumers responded by calling in to say Thank You. That's Brand Loyalty. Coca Cola had the foresight to realise that the 'Coke' brand and how it tasted actually belonged to the consumers, whether they liked it or not and chose to respond immediately instead of being arrogant enough to think that the people didn't have a choice and would have to get used to it.

Marketing is a battle of perceptions and a brand should represent a holistic concept bought by the customer, be unique and timeless, with its own personality and have a guarantee of consistent quality. I hope I have made it clear enough how strongly I feel about developing a Great brand.

The logo design challenge:

Every brand has a "face", AKA, a logo. We have opted to use "crowd sourcing" for the design of our logo. What's does this mean? It means we are using a pool of talented designers who will compete for the prize (money) by designing a logo to our brief. Although there are a number of these available online, after careful consideration, we are going with 99designs.com. Please feel free to have a look and comment on the designs that come out in the next week or so. You never know, you may have a hand in helping design a famous logo!

Over the next few weeks I'll take a look at the different branding structures available to companies and which one we chose and why.

Thanks for reading, catch ya next week.


Tuesday, 30 June 2009

Let’s talk Marketing!

Welcome everyone – let's talk Marketing! My name is Frankie and this marks the beginning, of what I hope, to be a very insightful process. It is rather nerve racking putting myself and my thoughts in the public eye, but I believe the quickest way to learn about a topic, is to find like-minded people who aren't afraid of sharing their thoughts and experiences openly in the hopes that everybody can learn from everybody. Education is so expensive and often worthless in comparison to real life experiences.

My background in the advertising industry started on 8th June 1998. It's funny how life changing dates stick in our heads and that fateful day I started working for a small, but 'shit-hot' (that's a technical term), advertising agency. I came on board as a secretary and a PA for 4 people - the boss, her husband the creative, her brother the writer and her loyal but testy media buyer and right hand Lady. The media buyer resigned after 6 months of my being there (nothing to do with me, luckily) which made a promotion for me inevitable and possible. My boss taught me everything there was to know about running an agency because she wanted her setup to include being able to go away for long holidays and not worry that the office would need to shut down. I managed clients; media bookings; publicity operations; client reports; general traffic; all office operations; banking accounts; payments; billings; filing; answering of phones and just about anything else that was required. The only things I never handled were the budgets and getting briefs for new jobs. This was the best opportunity that had ever been sent my way and with gratitude I worked hard, listened carefully and learnt a ton during what I now term, my apprenticeship.

My boss grew tired of running an ad agency and decided she wanted to sell-up and ship out. She sold the company to a man who had every intention of making a good go of it, but in the end didn't quite manage. I believe it came down to relationships and to cut a long story short, I resigned with the writer hot on my heels. On the 1st January 2003, he and I opened our own agency and thanks to previous relationships some clients insisted on moving with us. And so our business was born.

Even with 11 years' service completed in the advertising industry and my company's 7th birthday in January 2010, I am still learning an incredible amount, sometimes daily, about the advertising industry and I hope to be a part of its rebirth when it happens. I believe that advertising needs to move with the times and become easily accessible to everybody, not just the elite, and that is what i believe the internet offers.

In my next post I'll introduce Branding, what it means to me and briefly look at the value of brands as I understand them. I hope you enjoy the marketing process for cozwecan.com and if I'm lucky enough to have questions or comments, I'll welcome the debates and conversations that follow.

I am very excited about this completely new market for me and can't wait to begin creating a strategy with the help of my partners, Rob and Paul, without which, this would just be a pipe dream. I hope by sharing our experience on-line that I get to learn a lot and share a great deal through this journey.

Thanks for joining me!


Tuesday, 2 June 2009

cozwecan is born!

Greetings...one and all! Welcome to our blog!

Today is a great day for our first start-up because we've taken a rather unusual decision. We've decided to publicise as much as possible about what we're doing to get a company up and running from scratch! Why? Well, firstly, think of starting a business as a potential mine-field - it's easy to put a foot wrong and then... boom, the end! So while we may not be expert mine sweepers, we'd love to share our experiences (successful or otherwise!). Of course, if there's an expert out there who can see we're about to step on a mine, please let us know! But, ultimately, when we look back at how it all began (whilst sipping Piña coladas on a beach in Tahiti) and think about how we navigated the minefield, my guess is that the reason we made it will be because of you. Because by putting what we did in the public eye, we turned up the heat in the kitchen, and it forced us to make it or break it! There's no hiding once you flick the switch - and this post is that metaphorical switch. Where we go from here, only we can attempt to control, but I think it's a good start if you've got high hopes, a good work ethic, and are prepared to think outside a very large box!

So who are we?

At this point in time, we're a team of three people:
  • Frankie (Marketing and Branding mumbo jumbo); 
  • Paul (eBusiness and Financial fanfare); 
  • and Rob G (Technical gobble-di-gook); 
Let's get something straight here first of all - all three of us have day jobs that keep us very very busy. We're not doing any of this work on the back of venture capital or business angels. All the costs of this baby are coming out of our own pockets, so we have no choice but to keep the costs down as much as possible. And all the time spent on the project is out of normal working hours.

What's more is that we're all pretty geographically distributed away from each other. Frankie runs her own print and media marketing business in Johannesburg, South Africa, which has been going nicely for the last few years, and Paul and Rob (me) have been in business together in London, UK, since 2004 doing software consulting work. The missing connection here is that Frankie and Rob are siblings...and there you have it, the beginnings of a team.

Why the name?

Well this one is a particularly long story, but as you can imagine, it's started off with a blank stare, and after much gnashing of teeth, followed by too many ideas which were duly narrowed down by which domain names were available. And then we changed our minds...and then...well you get the idea. In the end, as all good ideas go, it came to me one night in the shower and when checking the domain name (trying not to drip on the keyboard), I was very surprised to see it was AVAILABLE! It was a sign...either it was destiny, or it was such a crap name that nobody had bought it yet. Anyway, I'll leave that one as an exercise for the reader. We've lost track of the number of times we've asked ourselves why we're doing this, and it always comes back to the same answer: cozwecan! So I think it fits with what we're up to...

So what is it about?

We have decided to turn "cozwecan" into a brand, by launching a number of initiatives under that banner. The first one we choose needs to be in a niche that we at least have some experience in. They say that when it comes to the internet, there may be some new ideas lurking out there, but they're very tough to find, much less make them work. A better strategy might be to take an existing idea that already has some roots, and then launch your best effort to make it better!

The latter is what we've decided to do. In our case, Paul and I have been tinkering with the idea of putting some form of eCommerce platform live, but finding the perfect fit of product has been tricky - mainly because of logistics. Frankie on the other hand told me that her fiancée, who is a renown South African photographer wanted her to show him how he could market and sell his photos on the internet. Frankie put in a call to her brother (Rob) to float the idea, and before you know it, we're discussing the launch of an e-commerce website for photographers to sell their goods B to B and B to C.

Down to Business!

This all sounds good in theory, so I guess you're wondering what we'll be doing next. Well, a couple of things. Firstly, this blog is where we'll be keeping any interested readers appraised of what we're up to and what progress is being made.

We're also going to be making a podcast of our business discussions so that those who may be interested can hear what goes on, on the inside. We don't expect there will be many listeners to the podcast of course since we are completely "unknown", but it definitely serves as a valuable business tool in keeping meetings short, sweet and to the point. If that is all the value we get out of it, then so be it - it was good enough for us!

What will we be talking about?

Due to the nature of a business conversation, the podcast will almost certainly focus on areas where all three of us have an interest. You won't find it veering off down a deep technical rabbit hole, or getting swallowed up by the hum-drum of marketing speak. One of us is bound to get bored, so we're reserving these conversations as mutual points of interest that specifically target areas of the business that need input from all three of us. In essence, it will be a podcast about business start-ups - not much else.

The blog however is a different kettle of fish altogether. We aim to have three very different audiences reading the blog, those interested in topics of a business or financial flavour will want to look for those tags or articles published by Paul. If it's marketing, branding and positioning you're after, Frankie is your gal, and when it comes to the technical side, Rob will be posting about everything from his favourite refactoring tools, to the technology stack used to build cozwecan.

Where to from here?

Well, we can only hope that we manage to snag a few interested listeners and readers along the way, but most of all, we hope to get all of our thinking, plans, hopes and dreams out on the intertubes, and if we're lucky we'll have an audience to digest it and if we're even luckier, that spit some of it back at us and call us out on our mistakes as we take this journey.

We hope you'll have as much to gain in reading and listening, as we will in producing the material. Be sure to check back for regular updates, or simply subscribe to our posts with your favourite reader...

Thanks for visiting,
The cozwecan team!