Pedja Radjenović reveals how CPG brands win shelf space, build equity, and turn positioning into real revenue — practical strategy for SMB owners ready to grow.
GROWTH PILLAR: Marketing & Branding
WHO THIS IS FOR: SMB owners / Solopreneurs / Corporate escapees / Leaders building systems
WHAT THEY'LL GAIN: A clear, practical framework for entering new markets, building brand equity on a real budget, and using disciplined storytelling to drive long-term revenue growth.
Most brands don't fail because the product is bad. They fail because nobody positioned it well.
Pedja Radjenović has spent over a decade launching and scaling CPG brands across North America and Europe — from local markets to global shelves. He knows what separates brands that earn their place from brands that disappear. And in this episode, he lays it out plainly.
Pedja breaks down the three pillars every brand needs when entering a new market: physical availability, consumer trial, and smart awareness building. He explains how to pitch retailers the right way, why your brand story has to align with the retailer's story, and what most entrepreneurs get wrong when they think shelf space is the finish line.
He also gets into the budget conversation most brand builders avoid. His rule: never go below 10% of revenue on marketing, push toward 30% in the early stages. And apply the 80/20 rule — 80% working dollars (advertising), 20% non-working (production and creative).
Storytelling runs through all of it. Not legacy for the sake of nostalgia — but consistent, emotionally connected communication that breaks through a cluttered digital world and keeps your brand in the consideration set long after the launch buzz fades.
Key topics covered:
Connect with Pedja Radjenović: Connect with Pedja Radjenović on LinkedIn
Your hosts: Bernie Franzgrote — Kreativ Insight Consultants Inc. Wayne Pratt — Motive8U Inc.
Sponsors & Resources:
Join Canada Growth Network — Full GHL CRM + membership community. $1 CAD first month. $47 CAD/month after. No lock-in.
Try Web Indexer — The smart chatbot for the Knack 4 Business website. Find episodes faster, discover related content, and book a meeting.
Explore Gentry Learning — Real estate investing platform built to teach you how to invest with confidence. Listen to Property Wizard — The podcast arm of Gentry Learning.
Visit Knack 4 Business: knack4business.com
Questions? Email us at info@kreativinsight.com
Join Canada Growth Network — Full GHL CRM + community. $1 CAD first month. $47 CAD/month. No lock-in.
Subscribe to Knack 4 Business wherever you listen to podcasts.
Bernie (00:05)
Question of the audience.
How do you take your brand into a new market and actually win without wasting time, money or opportunity? Pedja will reveal how to enter new markets with clarity, secure shelf space and turn brand positioning into real commercial results. He'll show how disciplined storytelling, smart execution and operational excellence drive market share and long-term growth. And our guest today is Pedja Radjenović
Pedja is a growth focused business leader and educator who knows how to turn complex marketing realities into clear, measurable success. With over a decade leading international CPG brands across North America and Europe, he's built a reputation for translating strategy into action, driving market share, revenue and brand equity through sharp positioning, disciplined storytelling and operational excellence.
Inspired by the relentless mindset of his role model, Arnold Schwarzenegger, Paget brings ambition, clarity and execution together to help businesses scale with purpose and precision. Paget, welcome today, sir. It's an absolute pleasure to have you here. you have a favorite quote or saying, sir?
(01:13)
Well, thank you for having me, Bernie. Yes, I do. Hard work beats the talent when a talent doesn't work hard. That's my favorite quote.
Bernie (01:22)
Ooh, I like that!
Pedja (01:24)
I find it very truthful.
Bernie (01:25)
And do have a tagline?
Pedja (01:28)
So the tagline that I'm using as of recently is a storytelling as a way to new value. Basically, I'm firm believer of a brand as a business concept and within that, the storytelling is something that actually truly opens up the new opportunities and a way to new value. So yeah.
Bernie (01:50)
Excellent. So, when I look back on your LinkedIn profile, you have a really interesting story of different things you've done, but one of them has been involved with the beer industry and helping market material into that. And now you've kind of drifted into a kind of a new space about business and growth. Talk to us about the journey that went from one door to the next.
Bernie (01:52)
You're
Pedja (02:18)
Well, yes, it's I think that what I'm doing now is kind of logical step from where I was. I started my career in big CPG or FMCG companies, consumer packaged goods, and then built my career in Europe from local to regional and then to global roles. And essentially, I was
doing everything within brand management, creating campaigns and ensuring that the brands grow across all the levers of the marketing mix. And I've been in Canada for almost a decade now. And since I've exit my corporate career,
I've decided to rely on my experience and knowledge and pass that on to other companies, helping them grow. So the journey is now helping, namely CPG, consumer packaged goods companies, get on the shelf with the retailers, getting them to new markets if they feel like, or they're ready for that.
and helping them reshape their brand strategy if they need that.
Bernie (03:26)
So what's your biggest turning point in customer goods? Tell me about that story a more.
Pedja (03:33)
Thanks, Wayne. So my turning point in my career was stepping up to the global role in Carlsberg and overseeing the brand from the global level, understanding how difficult it is to synchronize the brand presence across different markets.
⁓ working with multiple teams across different cultures and
ensuring the common denominator and that the brand is built simultaneously across geographies, regardless of the timing of the launch or of the local nuances. So it was a huge step up for me and it really changed the way that I understand and see the business and basically
⁓ synchronize the entire brand presence across different markets.
Bernie (04:28)
When you're launching, you talked about Carlsberg, for example, right? And the product is getting launched. Would it not be more regional? Like, you you might find a certain flavor. You know, it could be like ice cream. know, everybody in this country likes vanilla a lot. This country over here, though, it's macadamia nuts, right? And over there, it's chocolate. How do you synchronize
those nuances, but at the same time, it's the same company.
Pedja (05:00)
Yeah, that's a great question. Well, the beer itself is a very traditional market and I think on a decline a little bit recently because of all the new products that have been launched in the beverage industry. At the time when I was working on the global team, our biggest task was to help Asian markets which were emerging
and growing significantly to establish the brand positioning in its core. Nowadays, it's changing, want to say it's becoming more local, it's becoming more crafty, even though there's number of craft breweries, especially in developed markets, like here in North America, but those smaller brands have a limited reach.
but still can make a great footprint and create a big legacy on the local level. To come back to your question, like each market has its own nuances and own specifics. And not every brand can succeed in every market. But in my experience,
There's ⁓ three key points that every brand has to rely on when they're launching in the new market. The first one is ensuring the distribution and the physical availability. Basically, if you don't have the brand available for the purchase, you cannot succeed. As simple as it sounds. The second one is ensuring the trial so that consumers can
taste it or test it, regardless of the industry. And then the final one is smartly building the brand awareness because consumers or customers have to know and hear about the brand and get familiarized with it. So that particular is very, can be very costly and therefore smartly
thought through and executed.
Bernie (07:01)
Pedja 40 years ago when you thought of brands, you thought about a box, whether it was a soap or a spaghetti sauce or a deodorant, you thought of a skew, something on a rack. And now yourself, you're building a brand and you aren't a skew. What's similar and what's different to selling a service from a product, in your opinion?
Pedja (07:23)
That's such a great question, Wayne. Well...
The brand as a business concept has so many different understandings. The key difference, of course, product or service is when you buy a product, have a tangible physical thing. When you're buying a service, it's very intangible. Now, if we speak about traditional services, such as lawyers, architects, or hairdressers, that service is, again,
tangible in our minds because we're so familiar with it like generations before us used it now if we're You using some of the new services a podcast for example or digital marketing or consulting and it's The key Task is for us or selling it to make it tangible
to make it visible and clear for the prospects, for the customers who are to buy it. That basically means that...
functional features of the brand, whether it's K4 podcast, or is it a way to new value, or is it any other professional service, the functional benefits have to be clear. What am I as a potential customer getting from it? And then the emotional features
are overlaying that and I want to say are even more important because as a potential customer, I need to feel confident that if I buy your service, I have to, I'm going to actually get what you're promising to me, what your brand is promising to me. When you're selling a physical product, it's obviously much, much easier. If I'm buying a soap, to your example,
Like that soap, I will have a clear impression of that soap and of its quality once I use it. And before that, the packaging would help, but it's much, much easier to communicate those features for the physical products.
that answered the question.
Bernie (09:26)
Yeah. So when you're launching a product, obviously a beer, people already have an understanding behind it. Let's say you're launching a new product. How do you convince the retailer to put it on the shelf? How do you convince them, yeah, this is worthy, whether it's the Costco over the world or maybe it's the virtual one, the Amazon giant in the sky, so to speak.
How do you convince them, go, yeah, let's put this on the shelf and let's give this a spin.
Pedja (09:54)
That's another great question, Bernie. Thank you. Your brand has to have, as I mentioned, functional and emotional benefits for its target audience. Your brand is obviously competing against the similar ones in the same category or the complementary categories.
Therefore, when approaching retailers, one of the key things is to align your brand story to the retailer's brand story. How is it gonna fit in to the entire offering of the retailer? How is it going to attract new...
new potential new shoppers, how is it going to increase the shopping basket for them? How is it basically going to add value your brand to retail so that they have more reasons to put it to put it on the shelf? And sometimes it's not easy at all because if we're looking at take chocolate category
Like there's so many new brands out there. So why should the Costco to your example, put the new chocolate? Or am I able as a chocolate producer to provide a Costco with the offering that they have usually like the big packaging at the price that they need?
or they want to put on the shelf in order to build the sellout quicker. So it really has to be a smart pitch that ⁓ combines both stories on the brand side of the brand owner and the retailer, but also good calculations, understanding what is it that we can take.
as a brand offering to the retail in order to create a certain price so that it can move on the shelf.
Bernie (11:45)
I find interesting in this that we learned in the pandemic, we have, I guess you'd call global brands, and then we have the strength of regional brands. And with this new tariff world, there's the where's the brand being produced? How does a global brand deal with regionalism? mean, I know foreign Canada, four regions of Canada,
that think separately. I'm guessing there's a half a dozen or more in the States that think separately, even though it's the States. How does a global company shape a regional brand in ways more than just changing a label? What would you do if that makes any sense?
Pedja (12:29)
So I think there's two question in what you just posed there, Wayne. One is if I'm truly global company, how do I build brand consistently across geographies? And the other one is if I'm a global company, whether I want to have some regional brands and some regional strengths. And then that's one position. The other position is if I'm a regional company,
And how do I want to expand onwards and how do I want to build my regional brand? So in order to build global brand, need to have a strong, in order to build the brand in general, you need to have a strong brand strategy and a great positioning, clearly defined point of parities, which gives you the right to compete in the category, clearly defined points of
⁓ differentiation. How are you different than the category? And something that people call differently, whether it's a brand essence or I call it a point of passion. Why is your brand so unique? And once you have that pyramid, that brand positioning clearly outlined, then it comes to what in marketing we call being local. So having that
global positioning, but then how do we fine tune it or down tune it to the local cultural nuances in order to make that brand relevant in the culture. For us in the Western culture and if the company's ambitions to go and spread out in the Western world, that's easier, but if you have bigger ambitions and you want to go
grow in other cultures in other continents, be it South America, be it ⁓ Africa or Asia.
Taking into account local insights and embedding them into the communication and brand building is the key to success.
For the regional, especially for us here in Canada, I think there's a lot of opportunities for brands to grow national at first, because as you mentioned, Wayne, we have a lot of great regional brands that are not being sold in other provinces. And that's as a Canadian, that's where I would start. Like how can I expand from Ontario to ⁓ Maritimes?
How can I effectively build my brand in the four provinces on the east of Canada in order to grow my business and make it more robust?
Bernie (14:53)
This whole branding element and one of the other elements that we talked about earlier during the intro was storytelling.
How do you shape a story behind a brand product? know, do you go back and back in 1882, know, Bobby was making chocolate and he did a really good job. And then he did something special. He dipped hazelnuts into it. And next thing you have, you know, a new chocolate bar or it can be the beer, right? And, know, this one's a bit different. Guinness is a good example, you know, not everybody enjoys the flavor of Guinness per se.
but it has a true story. And in fact, there's even a TV series about the Guinness family, which probably helps drive the sales indirectly. How do you find that story? And then how do you craft, especially if you're starting out, how do you shape the, here's a product, but it's more than just a product. Here's the emotion, because that's what you're hunting for, right?
Pedja (15:54)
yes. So storytelling helps you embed the emotion into the brand or into the relationship with your consumers. And what you mentioned, Bernie, is definitely important because I think the legacy and tradition is something that brands can always use. Regardless if they want to be more conservative or more
open and more modern in their approach to market. The tradition can be played in both ways and the story can be crafted around that for sure.
However, we have to be, the brands have to be on the top of the, well, everything that happens in the society and be flexible enough to use the momentum and embedded into their story. We had an unfortunate
but I think it's a good example of the Coldplay concert incident. And I find it tragic on one end that many brands use that story to build their awareness, but I understand why, because it really got a lot of the attention and...
we can think of it, whatever, again, I personally don't think that's so ethical, but it's a great example of using the local story or the popular story, something that caught attention to drive your own brand story. I think...
I don't have the exact data, but I think today we consume more information in one day than we did in the years after the second world war. And in such a cluttered space and such a huge attack to our minds and our consciousness from all over the
the digital world. think that consumer attention is the biggest currency. And in order to grow the brand and not just grow but continue its life, we have to break that clutter. Being flexible is obviously a huge challenge for the big global brands. But if
We don't communicate if we don't have the strong story to tell, we're not gonna sell. You have the, I don't know if you gentlemen are aware of the energy drink called Prime, but the Prime was launched by one of the biggest influencers on YouTube.
and social media overall, and it gained a huge success in its first year. All kids were asking for it. was premium priced compared to the other energy drinks, but it's barely selling today because they launched on the popularity of the owner, but it didn't tell the story.
They didn't continue telling the story in order to create the equity so that
the last majority of the audience is familiar with it and then continue keeping it in their consideration set.
So it's not easy. It's not easy. therefore, consistency is very important as well. ⁓ Consistency in terms of pressure in the communication, getting out there and continuously communicating, but also having a meaningful connected communication that ties back into the strategy and the brand essence and all the features and functions and emotions that the brand
wants to convey.
Bernie (19:34)
my partner says, I'm on a lake, which is somewhat rural, near a small town, a small town that is reasonably close to a city, a city that is in two hours from a bigger city.
70 years ago, your general store helped you pick your brand and maybe your village helped you pick your beer. You mentioned Carlsberg. How do you deal with a mind that wants to feel local and connected, but they want to be branded to aspirational goals?
and they fight, they compete. How do you get inside a mind and have him make decisions where the packaging and the marketing campaigns leak into each other?
Pedja (20:15)
The
I think the digital world and the revolution enabled us to have products available at our doorstep.
And finding a good formula in that supply chain and how do we make product available not only on the shelf but also the online shelf or across different different online customers and sellers is what I meant is I think crucial for that way.
⁓ To have Coca-Cola available is easy because the brand exists for more than 100 years and it built its awareness a long time ago and keeps reminding ourselves about their existence and engaging us with their tailored packaging and interesting campaigns.
Every Christmas we expect a new big commercial from Coca-Cola with Santa Claus and different story around that. But they have to be available in the online channels as well, despite the fact that almost every store, every retail or on-premise outlet carries the brand, them or Pepsi.
But playing smart in that digital space in terms of sales, not only in terms of communication is very, very important.
Bernie (21:46)
there's a lot of theories out there and they fight one another. They used to be first to market. And then Apple said, no, we don't want to be first to market. Let them make the mistakes. I'll be second and make it better. How do you, if you're, how do you deal with those myths about whether it'd be first, whether it'd be a strong second, how to be the grippy upsell? Where are you on these things?
Pedja (22:10)
Well, don't think there's, don't think in, especially if we're looking at the consumer packaged goods, it's very difficult to be first in anything because,
I don't know, being first on Mars, if we ever inhabit that planet is going to be the important thing. But in this planet, and especially in the market that is already developed and that we play in, and that's where I look right now, it's very hard to be first. Therefore, I want to say playing your own game for the smaller brands, rely on flexibility and keep that consistency in the communication across
your touch points wherever that may be and use the momentum is I want to say the key. And then strategically working around the occasions that can create that pool in the market so that your product can be purchased at the higher scale. Whether if it's a Halloween or if it's Diwali or if it's
Christmas, whatever it could be. And then if you're going to the new market, that's where you got to be very thoughtful and strategic about
How are you going to enter in terms of sales channels? How are you going to build your distribution? And how are you going to build the awareness, breaking the clutter and making your brand relevant to the local audience? I come from Southeast Europe and 20 years ago, it was enough to be a foreign brand to grab the attention. Whether it was coming from Germany, Italy or ⁓
Canada or US, it didn't matter because it was foreign. I think those times are long past. Of course, that national pre-definition of a high German quality or tasteful Italian food are still there.
But it's only a small help. Especially if a Canadian brand wants to go abroad, it has to look at its own strengths and figure out how to play and explain its benefits to the local consumers.
Bernie (24:22)
When you're building out the story, you're building up the brand.
the product costs, let's say five bucks to manufacture. What percentage of the branding exercise marketing campaign adds the cost? Is it another 10 points, another 20 points just to roll it out and then it kind of tapers down to five points to sustain it? What have you found for me a marketing perspective from a budget? Because it doesn't matter whether you're just starting out and I'm making my
brand new chocolate bar with a special hazelnuts as opposed to the standard one, right? Or even a craft beer, right? If I'm about to launch something, how much should I expect to budget? I guess it would be a percentage. So if it costs 10 bucks to make the product, I know I maybe have to do double that to have returns to cover costs and pay, you know, have yield. But how much of that?
should I attribute back to the branding and the strategy for that?
Pedja (25:18)
That's such a great question, Bernie. Thank you. Well, my suggestion is always don't go below 10 and make it up to 30 if possible, especially in the beginning. And that's only one layer to the investment. The other layer is how do you make your working versus non-working dollars? How do you actually portion your working versus non-working dollars? Because non-working dollars are the one that needs
that you're investing into production, whether it's a TV commercial or videos or your copywriting, your creative, whatever that is, and the working dollars being the advertising money that actually help you amplify and essentially create that awareness. And then again, my experience says,
using the good old 80-20 rule in favor of working dollar is something that is still very valid and a great formula to make sure that your marketing is actually doing the job. Of course, you have to be very careful in choosing the marketing channels and where do you reach the target audience. But that has
less to do with the investment.
Bernie (26:34)
if someone does a campaign, you'll see this with a certain furniture maker out of Sweden. Everything is flat, compact. by the way, if it's reusable, send it back. We might buy it from you. And everything is sourced. It's wood-based. We minimize the impact on the environment.
There could be other ones that support local charity groups, you know, whether it's the people in need of housing, need of food, right. And so different campaigns are pushed out or they donate to a here in the the Ottawa area and across Canada, United Way, for example, where the kind of universal charitable organization and so on. Someone says, hey, every time there's another one, it's a sock commercial. You buy a sock.
I'll give a sock to a ⁓ homeless shelter, right? Because socks are in demand and we make socks, right? But that's an example. Do you find that as a good driver, not only just to introduce the concept, especially if it hasn't been done before, but also to sustain a campaign?
Pedja (27:40)
Well, thank you for the clarification, Berni. I think the charitable campaigns, be it for the cause of the environmental preservance or for the helping local community or like the alcohol companies have the don't drink and drive campaigns and then they are
being creative around how they call it and how they communicate. But those are all, I think, campaigns and important pillars of the brand building. In the end, we're all humans. And as a consumer, I want to know that the brand that I'm buying is also caring about the causes that I do care.
to what extent I care about the environment versus local community versus responsible behavior in general is something that each brand has to uncover on their own. And
figure out how is it going to help them. I've had numerous examples when we thought this type of campaign would help us differentiate in the market and the competitor would go out in the market at the same time with the same topic, it's just the communication was different. And then we can argue whether that helps.
and it helps the category and it helps both brands or it doesn't. I think it's important to take into account in your communication, in the brands communication, those bigger topics. However, even when those are taken on board, it has to have
a unique twist, a distinctive twist that communicates, that wraps it up into the particular brand package.
Bernie (29:32)
40 years ago, they told us about subliminal messaging and how the message at the theater made you buy more hot dogs, because, you know, whatever. Do you find neuro-linguistic programming or subtle hidden cues are still there every day? are people being more honest or they being more, tell me a story.
Pedja (29:55)
So I discovered NLP impact by myself while I was watching a certain show long time ago and started eating a certain chocolate bar and much more than I used to. And when I immersed myself into marketing,
I learned about all those techniques. I think that, you know, AIs came out. It's not news anymore. It's there. It's definitely helping out marketers be even smarter, even more targeted. And I want to say that
You know, having a great insight, knowing your target audience can definitely helps grow your brand. Now all those psychological techniques that can help sales are still very valid, except we have to take into account the new environment, which is digital.
And we have to know our audiences because we used to think of creating a great reach and building the awareness through TV campaigns and billboards. And modern generation is almost not watching TVs unless there's a particular game or particular, not even a show, they watch it on their tablets and their laptops. So having a good
good insight and knowing your audience is more important than knowing any of the psychological techniques in my humble opinion.
Bernie (31:31)
I got an interesting point here. Right now we've been talking about visuals and sound bites. right. So we'll see that. Well, you know, here's a message that's either on a TV ad or you walk into a store and you see the product there. I've come across a couple of interesting things. It's it's the haptics touch. You know, what how's it how's it feel in hand or smell?
Or if you walked into a bakery and they just finished doing those loaves, right? that's just, you're there for the bread, you're already primed, right? So how do you kind of wrap up these pieces together? Or even better yet, the shape of the packaging. I was reading on LinkedIn, someone says, if it has a long slender shape, like you see in perfume bottles, it seems to be a
the assumption might be it's going to be expensive, right? Regardless whether it is or not. Do you wrap those elements into the campaign too?
Pedja (32:30)
That's such a great question.
Bernie (32:32)
Is that a short easy one answer?
Pedja (32:34)
A great and loaded question. Well, all those play the role, I want to say, in the brand building. Of course, we cannot use all and we have to be mindful of, again, the category that we play in and the market that we play in. There's something that some others, much, smarter marketers, ⁓
called ⁓ distinctive brand assets and how do we build those assets that are going to differentiate our brand in a marketplace is what you mentioned. Whether we play with the smell or we play with the sound, some retailers are playing particular music based on the research that they did in order to keep us longer in the
in the store or sell like prompt us to buy more. That's again, part of the, it should be part of the strategy, but on this big palette of distinctive brand assets is definitely different features that we can use in order to distinct ourselves. And I think
basically getting deeper into consumer minds so that when as consumers we think of particular category we think of a certain brand is a huge success for the brand.
Bernie (34:00)
Something that is interesting from based on your studies, how an individual can be a brand and then pivot a brand. I hear you're a big Schwarzenegger fan, tell me more.
Pedja (34:11)
So when I grew up, Terminator was getting out. I think I was a skinny kid and with all his big muscles, he immediately became the role model. After I learned what he went through in his life and how he built his life, think, and I learned that not so long ago when I was reading his
biography. I think it's important to do things fully, like go all in, as they say, and then also have the courage to change. Because that's what I've learned from him. And that's one big fan of his because coming to North America, coming to the United States,
with a thick German accent. He decided to become an actor and he actually became became a very successful actor that just proves that, you know, hard work pays out and that's why I'm a big fan.
Bernie (35:07)
This is a really changing environment. when you talk about brand strategy, know, the brands themselves, the product, there's nothing new under the sun, but yet at the same time, you got to make it so. And then with technology rolling through, ⁓ is kind of another layer of adaptation. could be packaging, producting. How do you stay in tune with that resonates well? So if you're selling a product that sells well with Gen Z, wonderful.
or Gen X or baby boomers. again, you know, depends, you know, I think Scotch will be probably the boomers, but, you know, just guessing versus maybe, you know, other, other, other beverages, right? How do you, how do you stay in alignment with the different ways to deliver the content and then going, Hey, here's new opportunity, or even better yet, you have an epiphany going, you know, this has been tried in the marketplace for this particular brand.
Let's do this and make an Easter egg happen out of that moment.
Pedja (36:06)
And I'm going to repeat myself here, Bernie, but hard work beats the talent when a talent doesn't work hard. So with all the tools available now with the AI doing really miracles in terms of creating photos, creating videos, I recently saw a great commercial that was completely created by AI.
brands have to work, have to go and have to stay on the top in terms of like communicate and get the content out there. When I started off in long in my marketing career, we were all
perfectionists. We were all having numerous rounds of revisions of storyboards, of visuals, of like, is this really good enough? Should this point stand here or should we move it half a millimeter left or right? I don't think brands can afford that anymore because the competition is growing to your point, nothing new under the sun, I think.
And I had a recent LinkedIn post on that topic. I think it's less challenging now to launch a new brand because you can produce almost anything fairly easy today. But then again, to build a continuous success and grow and extend the brand life cycle.
is the key task. I'd say using the technology and combining, using it as enrichment of all the traditional knowledge is a good recipe for success. Of course, trial and error has never been more important, as I said, because there's so much content
out there and so many assets that are constantly being launched so that
Brands have to stay on the top of it.
Bernie (38:01)
whether you're launching a spaghetti sauce or pivoting your life coaching brand or even being a general contractor, you need to make sure you're developing a brand. So here's my two questions. If somebody wanted to get a hold of you, what two good questions should they be asking themselves so that you can jump right in and B, how would they get a hold of you?
Pedja (38:25)
⁓ thank you. So the questions that any, any business should ask themselves is how did this person or the potential customer or the lead, whatever terminology we want to use, has, heard of me or my brand and is, does that fit?
my overall brand strategy. Like for example, if I'm a general contractor and I come to you Wayne to refurbish your home, how did you hear of me? And what did you hear of me? And does that fit how I want to be seen? And that goes for all the services and all the brands and the products.
well, the easiest way to get me is on LinkedIn or via my email. It's pr at WTNV.ca. So it's very simple.
Bernie (39:21)
I want to say thank you so much, my co-host, Wayne Pratt, and you the Knack 4 Business listeners, because you know what? Marketing strategy is everything. if you reach out to Pedja he can actually help you cut through the complexity, turn that strategy into real growth.