032 | Global Brands are built by Bus Drivers: how managers should look after brands for the next generation | Part 1/2 with Julian Marsili, Global Drinks Brand Director (Copenhagen, DK)

Show Notes

Episode Deep-Dive Analysis Available at maffeodrinks.com 

In Episode 032, I enjoyed speaking to my friend and ex-colleague Julian Marsili. He is a Global Drinks Brand Director with many years of experience in the drinks business. He is behind the successful rejuvenation of the Carlsberg brand globally, the launch of Alcohol-Free brews and other Portfolio Innovations. He has previously managed Peroni Nastro Azzurro in Italy. I hope you will enjoy our chat.

This is a 2 part-episode so Don't forget to listen to episode 033 as well. I hope you will enjoy our chat.

Time Stamps

(1:38); Brand Saliency

(11:57); Maintaining Basics

(17:05); Disconnected From Product

(24:31); Demand Space Vs Target

About the Host

About the Guest

Interested in Group Subscriptions, Keynote Presentations or Advisory? You can get in touch at [e-mail] or find out more at maffeodrinks.com 

Creators and Guests

Host

Chris Maffeo

Drinks Leadership Advisor | Bridging Bottom-Up Reality & Top-Down Expectations

Guest

Julian Marsili

Commercial Executive | Ex Peroni, Carlsberg

What is MAFFEO DRINKS: Industry & Leadership Insights?

The MAFFEO DRINKS Podcast is a leading drinks industry podcast delivering frontline insights for drinks leadership.

For founders, directors, distributor MDs, and hospitality leaders navigating the tension between bottom-up reality and top-down expectations.

20+ years building brands across 30+ markets. Each episode features drinks builders: founders, distributors, commercial directors, sharing how the drinks industry actually works. Not the conference version. Honest conversations.

Insights come from sitting at the bar.

Beyond episodes: advisory for leadership teams, subscription with episode deep dives and principles to navigate your own reality.

Beer, wine, spirits, Low and non-alcoholic.

Bottom-up Insights & Episode Deep Dives at https://maffeodrinks.com

Welcome to the Maffeo Drinks
Podcast.

I'm your host, Chris Maffeo.
In episode 32.

I had the pleasure of speaking
to my friend and ex colleague

Julian Marsili.
He is a global drinks brand

director who has many years of
experience in the drinks

business.
He's behind the successful

rejuvenation of the Kasberg
brand globally, the launch of

Alcohol Free Brews and other
portfolio innovations, and he

has previously managed Peronina
Slazure in Italy.

I hope you will enjoy our chat.
This is a two-part episode, so

don't forget to listen to
episode. 33 as well.

I hope you will enjoy our.
CHAT Hi Julian, how you doing?

Hi Chris, I'm doing fine.
How are you doing?

Good, good.
Good.

How's the weather in San Lee,
Copenhagen Well?

Today is fantastic, It is a
fantastic winter.

Should be autumn but winter day
in Copenhagen.

Very sunny, very nice.
That's nice, as I think it's

similar here in Prague, so let's
dive in.

It's a great honor to have you
here because first of all with

friends, so let's say it out
loud on the podcast.

We have had the pleasure, or
maybe not so pleasure sometimes

of working together for two
companies in different places.

And in Copenhagen, back in
Cartsburg, we managed to have

even the same office and share
many lunch breaks and dinners.

And you are a big advocate of
teaching the world how to eat

proper carbonara.
Absolutely.

If you want I can gift you with
the Carbonara recipe to put in

the link below in the carpets
like this but.

We didn't do that and we're
going to send some tutorials to

the people.
I would love to to dig into an

area that I only touch upon
usually on this podcast because

usually we are going much more
into the details of the sales

side of things.
And we do as one of the top

market years that I know I would
like to go more on to the the

other side of the building
bottom up which is the actual

starting points of the building
demand and building as you call

it brand saliency which is not
your word as you rightfully said

in on LinkedIn.
But I would like to to cover

that area more.
Yes, so.

It's not my word.
It's actually a Latin word that

comes from salire to to to build
up.

So building brand salience is
all about your brand coming to

to the top of the mind of a
consumer of a customer in that's

buying moments.
So it's a qualified brand

awareness.
I know how you hate us

marketeers that come along and
say let me talk to you about

brand awareness.
Salience is just a better way of

saying brand awareness with a
meaning.

So the perfect example for me is
when you see big sponsorships in

football World Cup or Rugby
World Cup and you see a logo and

you see it every day forever,
but you never can remember it.

It's because you don't know what
that company does and if you

don't know what that company
does, you will never remember

that logo, you will never
remember that name.

So salience allows you to match
a name with what they do

together and often in buying
situation and that's where the

the brand.
Thumbs up to your mind.

Being a customer, being a
consumer and you make that

decision, that purchase and so
forth.

I love that.
And you know how big of a Latin

lover I am?
My mom was a Latin teacher.

We're both from Rome and we grew
up with Latin everywhere.

And also it's a nice connection
between the classic world and

building bottom up.
Absolutely.

When I wrote it to you, I said
remember that it comes from

salida.
That's a great bridge and I

will, I will reuse it.
Let's talk about how you see

building demand and building
saliency and building a brand

from your perspective.
Because compared to many of the

people I talk to and guests that
I have on the podcast with many

people they talk about building
the brand from scratch.

So they are either founders or
they are in the inner team, so

to say, of the founder.
And they are actually building

demand from scratch.
So they literally go and they

invented something.
Your experience is more on

working on a brand that you
actually inherited centuries of

brand building or sales at
least.

And you need to bring it back to
the old Glory because it has

reached the tipping point.
It has overcome the tipping

point and.
It's is now declining and that's

usually when you step in or at
least that's How I Met you

always when I work with you.
You were the the fixer of the of

the brand that was at the
reached mainstream and wanted to

regain at least like shadow of
mine or however we want to go

this.
So how would you say that?

How would you explain what I've
said in a very bad way from a

safe minded person?
I've learned it also, You know,

halfway in my career.
How do you drive brand

reappraisal?
So basically making sure that

you drive what made you famous
in the past is currently not

working today.
How do you get back to that

growth?
How do you become salient in

your customers and consumers
minds like it was when you

started maybe 150 years ago or
70 years ago and so forth.

So that's what I've become
accustomed to do in the last 12

years of my career.
Let's dive into that.

How does a brand grow and reach
a certain point?

And what goes wrong at at some
point?

Like, this brand was amazing,
incredible.

And then all of a sudden like
something happens.

I think it's that something
happens over a lot of time, and

I think it happens because
people change, companies change,

stories change and you forget
the fundamentals.

And the fundamentals is you
know, you know your brand, what

makes it stand out and you talk
to your customers and your

consumers on a regular basis
knowing how that brand is

performing.
And that unfortunately, as you

get bigger, that you have more
money, that you have less time,

and you think that other things
are more important.

Things like vague brand
awareness or vague.

Hypothetical target consumer or
vague hypothetical target

drinking moment comes into play
and you get lost into a sea of

PowerPoint that drains you and
you forget to go outside and to

to live the real world and and
talk to your customers and you

suddenly, especially in the
drinks business, think that you

are the customer.
You make that very old mistake.

Of of of thinking you know it
all and thinking that you are

the the customer and you know it
all and that's where your big

brand starts declining and she
lose relevance and where things

get get problematic.
And I think like there's also an

element, if I understand
correctly from real words that

thin balance between looking
outside and looking inside now

because.
There is people leaving the

company and there is a loss of
touch with the origins because

the the founder story gets lost
automatically whether the brand

grows so big people are leaving
the company.

So the thin line is between
looking inside and looking

outside.
And I feel that very often, and

this is my struggle with
marketeers in general, that they

rely too much on external
agencies, so they briefed

agencies to say.
I've got this huge brand.

I've got this giant.
I don't know what to do with it.

Help me fix it.
And then what usually happens,

from my experience at least, is
that they start to sell them the

same ideas all over.
So whether in Gen.

Z before it used to be
millennials, all the buzzwords

step into the game.
And then these brands are

actually going left and right
and they end up doing things

that are not distinctive enough.
And they all look like the same.

And then all of a sudden you end
up in front of a supermarket

shelf and it's like, I can drink
any of this stuff because they

all talk about sustainability,
they all talk about Gen.

Z, they all talk about new
things that are on the media all

the time.
So they lost.

Why?
You should have bought it,

right?
I have been there, so I've I can

say I've been successful on one
side, I'm very unsuccessful and

the other and we've both been
the same place, so I've been.

Very unsuccessful with Nastrad
Zuro in Italy and very

successful with Carlsberg
globally.

And I think going back to yes,
we marketeers outsource our

brand thinking through agencies.
There is a a line of truth into

that.
But I think that the the quality

of a good brief or the quality
of a good marketing is knowing

your brand, knowing what's about
your brand that has made it

famous or will make it famous.
Know what your brand is

different or distinctive versus
your competition.

And then with that in hand,
breathe a creative agency that

can come up with creative ideas
of basically interrupting a

person while he's on his
shopping spree or interrupting a

person while he's watching
social media or social network

that come up with creative ways
of capturing your attention and

your imagination with your brand
story.

So yes, I am.
I am not in favor of outsourcing

breast stories and brand
narratives.

I have been there.
But I have managed over the

years to tell the difference.
What you're saying is that you

need to do your homework, but
you need to dig into asking

questions to older employees, to
older people in the team, to

archives.
Like trying to really go back to

the roots.
And then with that package, you

go and ask how to convey that
message.

But what many companies do wrong
is that they actually don't want

to do The Dirty job in the
archives and in the digging.

Or they may be told lies when
digging, because this is also

like that element.
It's often the marketing guy's

fault because often we are
called in to come with the new

and when we walk in we don't
have a long.

Life expectancy within the
business.

So if you don't deliver within
the first year, you're out on

the 2nd.
So we want to make a difference.

We want to make it fast and
often.

We want to change stuff.
And I have been most successful

when I haven't changed much, but
I've gone back to what was done

before, found something that was
meaningful that, you know, got

people excited and just
basically found a new way, new

media and so forth to tell the
same story maybe.

Once Upon a time we would tell
that story with a 62nd

documentary in the cinema.
Today we need to manage to say

that with shorter time on
different medias.

Other times I just got in there
and put my mark and and messed

it up without doing the the word
that I think you will love,

which is brand archaeology.
You just go into the archives

and you start looking for those
insights of what has done, been

done before, what has made the
brand famous.

There's a ton of examples of
people.

That have walked through a
factory floor seeing that old

poster or old saying, yeah,
that's something we know and

then wow, that's amazing.
That's really the essence of the

brand because it was put there
by somebody who helped build

that brand and understood it
completely.

So that's where you find that,
that inspiration.

There is an element of forward
thinking that the founder of the

brand, we're talking big brands,
we're talking big corporates

now.
If we look at it from another

perspective, imagine like the
Mr. Jacobson, the Katzenberg

founder, or Mr. Peroni, the
Peroni founder, like they didn't

know what a longevity their
brand would have had.

They they hoped for it,
obviously, but they didn't

expect that.
So there was no, let's call it

like succession planning in
place from a marketing

perspective or maybe there was
from a family?

Perspective, but probably not
from a marketing and sales

perspective.
So one way that makes me think

and how to fix that is to really
document you, you mentioned

brand archaeology, I love that
words.

I will steal it as well to
really say, OK, let's make sure

that all these things that we're
doing, what now we call brand

platforms, a brand books and
brand everything are really long

enough and whoever works for the
company should not change this.

And let's bring it to the next
generation, because it's our

duty as we as we do it, as
fathers and relatives, as

parents, to bring it on to the
next generation.

And what goes wrong is that
every generation keeps changing

something.
They change, they don't change.

And there is the old thing say,
oh, we have done it.

We've tried that.
It didn't work.

But you've tried it because
you've tried it in your way.

You didn't try it in the way
that made it successful.

Now So how can brands?
Avoid having to go back to the

basics while growing.
That's the the $1,000,000

question, right?
The $1,000,000 question of even

for is it a startup, founder,
small company, medium sized

company is to think that you
know as a brand person you are

custodian that you are, you know
progressing that brand to the

next level, but you are guarding
this beautiful.

Some of mental, physical
availability that comes together

that somebody has built into a
successful company.

You are there to help it grow
further, not to change and not

to crack it, not to completely
revolutionize it.

So it is a custodian kind of
individual that you are hiring.

So you are in marketing.
We're all you know as again, you

want to change stuff.
You want to put your mark, yes,

but you have to be.
Well, aware of what's come

before you.
And that's question of, yes,

already been done.
That's that has always hurt me a

lot, right, 'cause you, you
don't want to do things that

other people are already done,
but you have to ask that

question that you just asked.
But how was it done?

What was said and in what time?
Oh, we've already told that

story.
And So what?

It's a good story.
I think you should say it every

time.
So the example that I have is,

why is Kosberg probably the best
beer in the world?

So, I said.
Do you know?

I would sit in a bar or my
presentation.

I say, do you know that the
original yeast for every lager

comes from Carlsberg and that
was shared to the world?

No, I never heard that story.
Yeah, that's what happened.

So there's Carlsberg yeast in
every lager in the world.

That's pretty cool.
Yeah, That's why probably it's

probably the best Punto.
And that's a story that you can

tell a million times and it gets
everybody excited.

And the answer that I have, I've
already said it.

Say it again, you.
Nailed it there.

Because people get bored too
quickly, right?

And honestly, I do the same
mistake as well.

Like I write on LinkedIn and my
podcast and so on, and I want to

convey novelty to my podcast,
and I want to write about new

things on my LinkedIn posts and
my newsletters.

But ultimately people are
looking for that reminder from

me of that story that actually
makes brands grow bottom up.

So I shouldn't change that much
from it because consistency is

key so.
And it's an, I would say, like a

normal, common mistake that we
all do.

Listening to you is about taking
a step back.

And as a marketeer becoming like
I'm a custodian, I'm just taking

this on like the Patek Philippe
advert.

Now you never own a Patek
Philippe, you just look after it

for the next generation.
People have made fun of me.

I was calling myself the bus
driver.

So I need to drive this bus with
everybody on board towards the

next destination.
But the bus is the bus.

The people on the bus come and
go.

It's us.
This is why you're on this bus.

This is the song we sing in this
bus.

This is the speed we go.
And sometimes you do a different

route, but the bus is the bus.
Nobody wants to really be a bus

driver.
But your family story, which you

have behind you, the muff pair,
drinks and all that.

My father, my great grandfather,
he had buses.

He had two buses that would take
people from the mountains down

to the beach.
So I think that's what I was

born to, to be a bus driver,
custodian.

And I think, and I got there, as
I said, through mistakes,

through trials and errors,
through to doing the wrong thing

at the wrong time, trying to
change things too soon, too

fast, not looking back and not
listening to to that.

There are some brands that I
feel storytelling is a big thing

nowadays now, but I feel that
storytelling is.

Overrated to an extent because
people talk too much about

stories and then they make it so
fluffy and non rooted into

something which is ultimately
the liquid of the product.

Where there is a bitter, where
there is a gene, where there is

a beer, is it an IPA?
Is it a stout?

Ultimately, if you look at
Guinness or Pilsen Orquel or

Carlsburg to that example.
Some brands stick to it, stick

to that liquid and never change
it and some brands jump into the

let's change the formula, let's
change the liquid now and then

that's where the brand
connection to the liquid cracks

and that's where the the issues
start happening.

This is at least my opinion.
What is your take on that?

I've worked in the fast moving
consumer goods I've done.

Pineapple in cans.
I've done fruit juice and can in

in bottles, I've done pet care.
I've done chocolate.

And then I came into beer.
Somehow, in beer, especially in

the world of lagers, the common
before the big craft beer

movement came along, there was a
yeah, we're all the same.

You.
All you have to be is

refreshing.
I thought, right.

That's the old and let's tell
stories.

That people.
So in ads that people would talk

about at the bar, did you see
that guy do that thing with that

girl?
That car flying up in the air

and suddenly in beer we lost
completely sight of the sight of

the product that then goes into
an area which is only about

trouble because people taste
you.

People have a mouth with which
they taste the products and the

rule is make a fucking great
product.

And rule #1 is that.
And rule #2 is.

Don't forget rule #1.
It starts with the product.

It starts delivering on a great
product and then a story behind

that product that talks about
where you come from, what's in

it or where, how it was born and
what's its ambition and what's

its mission in this world.
So it does start from the

product and if you have an issue
with the product, you fix the

issue with the product.
So don't be scared of admitting

that you cut corners and you
messed up.

There is time to go back and
that's.

An example of what they did in
the UK with Carlsberg.

They should.
Over the years we have creaked

this recipe and we forgot where
we come from and that's why we

are re brewing it from head to
hop.

What was probably not the best
beer in the world.

That was a courageous act to say
we forgot what made us important

and that was probably the best
beer in the world.

We concentrated on all things.
So yeah, this is to answer your

question.
Product is at the heart of it

and any purpose or omission
statements that doesn't have a

fundamental within the product
to back it up.

If what you say doesn't show up
in your product, then you're

going to be lost.
And what is the main driver in

your experience of these issues
with not consistently delivering

on the product value?
Is it like efficiencies?

I've got my own theory on things
now like some brands grow and

they grow maybe also because of
lack of competition.

Know some brands historically
they grow around the chimney as

all the breweries used to do.
And then all of a sudden they

try to expand.
And then in some countries they

are successful because of lack
of other products.

In some countries they're less
successful.

And then when the new entrants
come in, then things happen know

and then all of a sudden there
is also a matter of.

At the meeting, OK, we've
reached the top with this brand.

You know, we cannot grow this
brand further.

We should just maintain what
we've got and try to fight the

new entrance.
But there is an element for me

that a lot of companies,
especially the new

multinationals and corporations,
they tend to want to grow all

the times, like growth plans,
you know, let's build growth,

let's grow, let's grow and then.
All of a sudden is like, hang on

a minute, like you cannot grow.
What made you reach what you are

today?
There are no conditions anymore

that can help you do that.
I can support that.

So either you enter with new
products or you, you do

something.
But then what usually happens is

that they, they, they measured
on value and then all of a

sudden it's like you cannot
grow.

We need to deliver value.
So let's cut some corners.

And then the shit is the fan.
Do you start cutting costs

because you cannot, can no
longer grow the value of your

business as as you were used to?
And you start cutting costs.

And cutting costs comes to
changing a recipe that then is

validated by a consumer research
that's more about validation

rather than illuminations.
Just to say, yeah, they don't,

they can't tell the difference.
And then 10 years down the road,

you are with the worst tasting
product on the market and you

said no, we haven't changed
much.

Go back and see what you've done
to your recipe and the

ingredients and so forth.
It is that realization that at a

certain point that exponential
growth reaches A tipping point

and you need to look for other
areas of growth, visit other

channels, other occasions, at
the moments, other venues, other

elements, and not just your
traditional I've piled it high

in every supermarket that
exists.

Therefore it should continue to
grow at certain points.

You reach that and there's a
curve.

What is the role of innovation
for you?

You know, going back to the
point about consistency, right?

The importance of being
consistent.

When you have a great product at
the beginning you need to

remember what made you famous
and consistently drive on that

Start consistency for the sake
of consistency.

Because me and you know it very
well that if you've got a shit

product and you are consistent,
it means you're consistently

shit.
Consistency will take you

somewhere.
You got a good product and

you're consistent.
You remember the the

fundamentals and then you use
innovation to build on your

brand, to build on your story.
It it is a a way to to reignite

what we used to call fresh
consistency to water that plant

with fresh new ways into your
brands.

Sometimes it works and a lot of
times it doesn't work.

But unfortunately there's also
an over tendency of rely too

much on innovation and we use it
as a tool to get your sales

force excited to get in the door
with your customer.

Look, I've got this new shiny
thing, it comes with a little

bit more money than the other
thing and so forth.

Pandya TiVo, as you say, a
little drug that actually

doesn't do your brand no good if
it's not rooted in what hasn't

made your brand famous and it
allows you maybe to enter to

bring that brand into similar
ideations, occasions and so

forth.
We always have this this

discussion about you know the
target occasion that you always

correct me about the demand
space is now when you correct me

on building.
Like on the demand space rather

on on a target occasion.
No, it's basically it's what you

say.
You are the same guy that one

day one moment drinks beer and
has a sausage and another one

has Negroni with the front
plastic ability over there.

You're the same guy, you're the
same person in different

occasions, right?
But what is in that occasion?

It's your motivation.
So that motivation was sausage

and pizza was motivation.
I want to see my Czech friends

and I want to hang out with them
when I have conversations of the

motivations for the Negroni and
the ability was probably you

don't want to go out with Julian
and the Italian Prince.

It's a different motivation.
So demand spaces match his

occasion with motivation.
That's all it is.

It allows you to break free of
what we work together.

You know that target occasion as
if it was something blocked in

stone and there was only people
who did this and there was other

people who did.
That recognizes that the same

person has different moments and
and sits when the same day or

within a life in different
demand spaces.

Sometimes he wants to sit back
and relax and you know, be on

himself and unwind and unplug.
Other times he wants to refresh

and replenish themselves.
Other times he wants to bond

with his friends or other times
he wants to reward himself and

show he knows the best.
Those are all the same person in

different demand spaces and the
the theory says you should build

a brand that caters for that
demand space for that occasion

and that motivation.
Then you are the one that is top

of mind that has salience within
that moment.

So I want to relax.
What should I drink?

I want to have fun with my
friends.

What should I drink?
So in that moment, that brand

comes top of mind.
How do you go from focusing on

one specific demand space to the
next one because?

My take is that for a long time
you should stick to the first

demand space that you have
identified.

I mean there are examples of
brands that have gone widespread

into multi category you know
exam it's a food example, it's

not a bad audio you know from
it's a cookie and audio doing

everything.
That's a mega brand that's over

the years of doing stuff the way
it does.

It's done, but they have very
few and far between.

There are the really successful
ones are the ones that stay

there.
Now you can go into aviation,

you are the rewards and indulge,
maybe you can go in the relaxing

space, but it's you're on always
that side of the quadrant and if

you want to go somewhere else
either you build another brand

or if you've got a strong brand
build a sub brand that supports

it.
But it is very difficult.

It's going back to stick to what
you know and stick to how you

grow.
And if you want to go somewhere

else, come up with another
branch.

It's it's expensive.
We know it's expensive, but it's

more expensive to waste money
trying to build your brand into

a place which has never been
right, only because people know

about it, but people know about
it, again, because it comes to

mind for that.
Why would you go over there?

It sounds like that it would be
much easier and we tend to over

complicate stuff again for the
sake of fast-paced growth and

and and cutting corners and and
there are very few brands that

managed to do that.
And believe me, you say it all

the time and overnight success,
it took 15 years.

They will all think that, oh
Nick Audio's done ice cream,

yeah, but it's took them 20
years to get to that brand

authority to do, to jump into a
different category.

Yes, and I always bring the
example as like when you want to

buy a new car.
When you go to the dealer and

then you say, actually, I want
to buy this car, then all of a

sudden you start to see that car
everywhere, huh.

And then it's like, oh, I never
thought about it.

Like it's so common.
Yeah, because you were not

looking with those eyes like we
were looking at cars in general

in a traffic jam.
You were not looking for that

particular brand with that
particular take or tires or

whatever, if you like ours or
whatever the category could be,

but.
It could be a handbag, it could

be a whatever, like a scooter.
The the, you know, the Dark Lord

called calls it.
You know you're in a buying

situation.
That's what salience going back

to that is your brand coming to
mind in a moment in which you

are in the market to buy.
So when you're not in the market

that's wasted awareness, but you
have to come to mind with.

And then in that space usually
there are three to four brands

that come up into your
repertoire and those are the

established brands that are
consistently spoken to you about

that moment.
And when that moment comes to

you, buy a car, which brand
comes to mind, and then you

start seeing it around and so
forth.

I was discussing this actually
like online, like a couple of

days ago on one of my crusades
as being like when I was working

on Peroni, like on capping all
these random events that were

called target audience events
everywhere we were doing them.

Which was basically like 3 cases
of beer to cool people that were

asking for it who actually
drinking gin tonics.

Exactly.
But the thing was always like

the way I've been a hardcore
markets here in my older days

and the way I cut this short was
basically if we are stocked in

that venue, then we could think
of doing that free sampling, if

it's legal of course.
But then if it's not there, why

would you want to go to a party
where that brand then disappear

from that night?
Because if I go back to that

venue, club, bar, whatever shop,
then I want to say OK, I love, I

love this beer, I want to drink
it again and then as can I have

the beer that I got yesterday.
No like that.

That brought the cases away
because the brand is not there.

There is always this
disconnection between marketing

and sales that.
We should strive to like as a

distance, like we should strive
to to shorten and this is also

the kind of like mere cool panel
from sales people and from

marketeers in actually managing
to get into a same conversation

and having a constructive debate
without having any extremisms in

the talk.
Remember that this is.

A2 parts.
Episode, So don't forget to

listen to episode 32 and 33.
That's all for today.

If you liked it, please rate it,
leave a comment and share it

with friends, and come back next
week for more insights about

building brands from The Bottom
U.