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2/**
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7 *
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op(e),t=e.memoizedState,t!==null&&(t=t.dehydrated,t!==null)?(e.mode&1?t.data==="$!"?e.lanes=8:e.lanes=1073741824:e.lanes=1,null):(s=o.children,t=o.fallback,a?(o=e.mode,a=e.child,s={mode:"hidden",children:s},!(o&1)&&a!==null?(a.childLanes=0,a.pendingProps=s):a=Wh(s,o,0,null),t=Fr(t,o,n,null),a.return=e,t.return=e,a.sibling=t,e.child=a,e.child.memoizedState=up(n),e.memoizedState=hp,t):em(e,s));if(r=t.memoizedState,r!==null&&(i=r.dehydrated,i!==null))return S4(t,e,s,o,i,r,n);if(a){a=o.fallback,s=e.mode,r=t.child,i=r.sibling;var l={mode:"hidden",children:o.children};return!(s&1)&&e.child!==r?(o=e.child,o.childLanes=0,o.pendingProps=l,e.deletions=null):(o=ar(r,l),o.subtreeFlags=r.subtreeFlags&14680064),i!==null?a=ar(i,a):(a=Fr(a,s,n,null),a.flags|=2),a.return=e,o.return=e,o.sibling=a,e.child=o,o=a,a=e.child,s=t.child.memoizedState,s=s===null?up(n):{baseLanes:s.baseLanes|n,cachePool:null,transitions:s.transitions},a.memoizedState=s,a.childLanes=t.childLanes&~n,e.memoizedState=hp,o}return a=t.child,t=a.sibling,o=ar(a,{mode:"visible",children:o.children}),!(e.mode&1)&&(o.lanes=n),o.return=e,o.sibling=null,t!==null&&(n=e.deletions,n===null?(e.deletions=[t],e.flags|=16):n.push(t)),e.child=o,e.memoizedState=null,o}function em(t,e){return e=Wh({mode:"visible",children:e},t.mode,0,null),e.return=t,t.child=e}function Wl(t,e,n,o){return o!==null&&qg(o),cs(e,t.child,null,n),t=em(e,e.pendingProps.children),t.flags|=2,e.memoizedState=null,t}function S4(t,e,n,o,r,a,s){if(n)return e.flags&256?(e.flags&=-257,o=$u(Error(W(422))),Wl(t,e,s,o)):e.memoizedState!==null?(e.child=t.child,e.flags|=128,null):(a=o.fallback,r=e.mode,o=Wh({mode:"visible",children:o.children},r,0,null),a=Fr(a,r,s,null),a.flags|=2,o.return=e,a.return=e,o.sibling=a,e.child=o,e.mode&1&&cs(e,t.child,null,s),e.child.memoizedState=up(s),e.memoizedState=hp,a);if(!(e.mode&1))return Wl(t,e,s,null);if(r.data==="$!"){if(o=r.nextSibling&&r.nextSibling.dataset,o)var i=o.dgst;return o=i,a=Error(W(419)),o=$u(a,o,void 0),Wl(t,e,s,o)}if(i=(s&t.childLanes)!==0,Et||i){if(o=ot,o!==null){switch(s&-s){case 4:r=2;break;case 16:r=8;break;case 64:case 128:case 256:case 512:case 1024:case 2048:case 4096:case 8192:case 16384:case 32768:case 65536:case 131072:case 262144:case 524288:case 1048576:case 2097152:case 4194304:case 8388608:case 16777216:case 33554432:case 67108864:r=32;break;case 536870912:r=268435456;break;default:r=0}r=r&(o.suspendedLanes|s)?0:r,r!==0&&r!==a.retryLane&&(a.retryLane=r,wo(t,r),_n(o,t,r,-1))}return sm(),o=$u(Error(W(421))),Wl(t,e,s,o)}return r.data==="$?"?(e.flags|=128,e.child=t.child,e=N4.bind(null,t),r._reactRetry=e,null):(t=a.treeContext,Wt=tr(r.nextSibling),qt=e,Le=!0,xn=null,t!==null&&(Jt[Qt++]=po,Jt[Qt++]=go,Jt[Qt++]=zr,po=t.id,go=t.overflow,zr=e),e=em(e,o.children),e.flags|=4096,e)}function sy(t,e,n){t.lanes|=e;var o=t.alternate;o!==null&&(o.lanes|=e),rp(t.return,e,n)}function Uu(t,e,n,o,r){var a=t.memoizedState;a===null?t.memoizedState={isBackwards:e,rendering:null,renderingStartTime:0,last:o,tail:n,tailMode:r}:(a.isBackwards=e,a.rendering=null,a.renderingStartTime=0,a.last=o,a.tail=n,a.tailMode=r)}function Bk(t,e,n){var o=e.pendingProps,r=o.revealOrder,a=o.tail;if(bt(t,e,o.children,n),o=We.current,o&2)o=o&1|2,e.flags|=128;else{if(t!==null&&t.flags&128)e:for(t=e.child;t!==null;){if(t.tag===13)t.memoizedState!==null&&sy(t,n,e);else if(t.tag===19)sy(t,n,e);else if(t.child!==null){t.child.return=t,t=t.child;continue}if(t===e)break e;for(;t.sibling===null;){if(t.return===null||t.return===e)break e;t=t.return}t.sibling.return=t.return,t=t.sibling}o&=1}if(je(We,o),!(e.mode&1))e.memoizedState=null;else switch(r){case"forwards":for(n=e.child,r=null;n!==null;)t=n.alternate,t!==null&&Yc(t)===null&&(r=n),n=n.sibling;n=r,n===null?(r=e.child,e.child=null):(r=n.sibling,n.sibling=null),Uu(e,!1,r,n,a);break;case"backwards":for(n=null,r=e.child,e.child=null;r!==null;){if(t=r.alternate,t!==null&&Yc(t)===null){e.child=r;break}t=r.sibling,r.sibling=n,n=r,r=t}Uu(e,!0,n,null,a);break;case"together":Uu(e,!1,null,null,void 0);break;default:e.memoizedState=null}return e.child}function fc(t,e){!(e.mode&1)&&t!==null&&(t.alternate=null,e.alternate=null,e.flags|=2)}function bo(t,e,n){if(t!==null&&(e.dependencies=t.dependencies),Ur|=e.lanes,!(n&e.childLanes))return null;if(t!==null&&e.child!==t.child)throw Error(W(153));if(e.child!==null){for(t=e.child,n=ar(t,t.pendingProps),e.child=n,n.return=e;t.sibling!==null;)t=t.sibling,n=n.sibling=ar(t,t.pendingProps),n.return=e;n.sibling=null}return e.child}function T4(t,e,n){switch(e.tag){case 3:Pk(e),ls();break;case 5:rk(e);break;case 1:Pt(e.type)&&qc(e);break;case 4:Yg(e,e.stateNode.containerInfo);break;

41case 10:var o=e.type._context,r=e.memoizedProps.value;je(zc,o._currentValue),o._currentValue=r;break;case 13:if(o=e.memoizedState,o!==null)return o.dehydrated!==null?(je(We,We.current&1),e.flags|=128,null):n&e.child.childLanes?jk(t,e,n):(je(We,We.current&1),t=bo(t,e,n),t!==null?t.sibling:null);je(We,We.current&1);break;case 19:if(o=(n&e.childLanes)!==0,t.flags&128){if(o)return Bk(t,e,n);e.flags|=128}if(r=e.memoizedState,r!==null&&(r.rendering=null,r.tail=null,r.lastEffect=null),je(We,We.current),o)break;return null;case 22:case 23:return e.lanes=0,Ek(t,e,n)}return bo(t,e,n)}var Ok,dp,Mk,Rk;Ok=function(t,e){for(var n=e.child;n!==null;){if(n.tag===5||n.tag===6)t.appendChild(n.stateNode);else if(n.tag!==4&&n.child!==null){n.child.return=n,n=n.child;continue}if(n===e)break;for(;n.sibling===null;){if(n.return===null||n.return===e)return;n=n.return}n.sibling.return=n.return,n=n.sibling}};dp=function(){};Mk=function(t,e,n,o){var r=t.memoizedProps;if(r!==o){t=e.stateNode,jr(Yn.current);var a=null;switch(n){case"input":r=Md(t,r),o=Md(t,o),a=[];break;case"select":r=He({},r,{value:void 0}),o=He({},o,{value:void 0}),a=[];break;case"textarea":r=Ld(t,r),o=Ld(t,o),a=[];break;default:typeof r.onClick!="function"&&typeof o.onClick=="function"&&(t.onclick=Dc)}Wd(n,o);var s;n=null;for(c in r)if(!o.hasOwnProperty(c)&&r.hasOwnProperty(c)&&r[c]!=null)if(c==="style"){var i=r[c];for(s in i)i.hasOwnProperty(s)&&(n||(n={}),n[s]="")}else c!=="dangerouslySetInnerHTML"&&c!=="children"&&c!=="suppressContentEditableWarning"&&c!=="suppressHydrationWarning"&&c!=="autoFocus"&&(Si.hasOwnProperty(c)?a||(a=[]):(a=a||[]).push(c,null));for(c in o){var l=o[c];if(i=r!=null?r[c]:void 0,o.hasOwnProperty(c)&&l!==i&&(l!=null||i!=null))if(c==="style")if(i){for(s in i)!i.hasOwnProperty(s)||l&&l.hasOwnProperty(s)||(n||(n={}),n[s]="");for(s in l)l.hasOwnProperty(s)&&i[s]!==l[s]&&(n||(n={}),n[s]=l[s])}else n||(a||(a=[]),a.push(c,n)),n=l;else c==="dangerouslySetInnerHTML"?(l=l?l.__html:void 0,i=i?i.__html:void 0,l!=null&&i!==l&&(a=a||[]).push(c,l)):c==="children"?typeof l!="string"&&typeof l!="number"||(a=a||[]).push(c,""+l):c!=="suppressContentEditableWarning"&&c!=="suppressHydrationWarning"&&(Si.hasOwnProperty(c)?(l!=null&&c==="onScroll"&&Oe("scroll",t),a||i===l||(a=[])):(a=a||[]).push(c,l))}n&&(a=a||[]).push("style",n);var c=a;(e.updateQueue=c)&&(e.flags|=4)}};Rk=function(t,e,n,o){n!==o&&(e.flags|=4)};function Hs(t,e){if(!Le)switch(t.tailMode){case"hidden":e=t.tail;for(var n=null;e!==null;)e.alternate!==null&&(n=e),e=e.sibling;n===null?t.tail=null:n.sibling=null;break;case"collapsed":n=t.tail;for(var o=null;n!==null;)n.alternate!==null&&(o=n),n=n.sibling;o===null?e||t.tail===null?t.tail=null:t.tail.sibling=null:o.sibling=null}}function ut(t){var e=t.alternate!==null&&t.alternate.child===t.child,n=0,o=0;if(e)for(var r=t.child;r!==null;)n|=r.lanes|r.childLanes,o|=r.subtreeFlags&14680064,o|=r.flags&14680064,r.return=t,r=r.sibling;else for(r=t.child;r!==null;)n|=r.lanes|r.childLanes,o|=r.subtreeFlags,o|=r.flags,r.return=t,r=r.sibling;return t.subtreeFlags|=o,t.childLanes=n,e}function A4(t,e,n){var o=e.pendingProps;switch(Wg(e),e.tag){case 2:case 16:case 15:case 0:case 11:case 7:case 8:case 12:case 9:case 14:return ut(e),null;case 1:return Pt(e.type)&&Wc(),ut(e),null;case 3:return o=e.stateNode,hs(),Re(It),Re(ft),Gg(),o.pendingContext&&(o.context=o.pendingContext,o.pendingContext=null),(t===null||t.child===null)&&(Ll(e)?e.flags|=4:t===null||t.memoizedState.isDehydrated&&!(e.flags&256)||(e.flags|=1024,xn!==null&&(vp(xn),xn=null))),dp(t,e),ut(e),null;case 5:Vg(e);var r=jr(Ri.current);if(n=e.type,t!==null&&e.stateNode!=null)Mk(t,e,n,o,r),t.ref!==e.ref&&(e.flags|=512,e.flags|=2097152);else{if(!o){if(e.stateNode===null)throw Error(W(166));return ut(e),null}if(t=jr(Yn.current),Ll(e)){o=e.stateNode,n=e.type;var a=e.memoizedProps;switch(o[Hn]=e,o[Oi]=a,t=(e.mode&1)!==0,n){case"dialog":Oe("cancel",o),Oe("close",o);break;case"iframe":case"object":case"embed":Oe("load",o);break;case"video":case"audio":for(r=0;r<ti.length;r++)Oe(ti[r],o);break;case"source":Oe("error",o);break;

41case"img":case"image":case"link":Oe("error",o),Oe("load",o);break;case"details":Oe("toggle",o);break;case"input":mf(o,a),Oe("invalid",o);break;case"select":o._wrapperState={wasMultiple:!!a.multiple},Oe("invalid",o);break;case"textarea":yf(o,a),Oe("invalid",o)}Wd(n,a),r=null;for(var s in a)if(a.hasOwnProperty(s)){var i=a[s];s==="children"?typeof i=="string"?o.textContent!==i&&(a.suppressHydrationWarning!==!0&&Nl(o.textContent,i,t),r=["children",i]):typeof i=="number"&&o.textContent!==""+i&&(a.suppressHydrationWarning!==!0&&Nl(o.textContent,i,t),r=["children",""+i]):Si.hasOwnProperty(s)&&i!=null&&s==="onScroll"&&Oe("scroll",o)}switch(n){case"input":El(o),ff(o,a,!0);break;case"textarea":El(o),wf(o);break;case"select":case"option":break;default:typeof a.onClick=="function"&&(o.onclick=Dc)}o=r,e.updateQueue=o,o!==null&&(e.flags|=4)}else{s=r.nodeType===9?r:r.ownerDocument,t==="http://www.w3.org/1999/xhtml"&&(t=cv(n)),t==="http://www.w3.org/1999/xhtml"?n==="script"?(t=s.createElement("div"),t.innerHTML="<script><\/script>",t=t.removeChild(t.firstChild)):typeof o.is=="string"?t=s.createElement(n,{is:o.is}):(t=s.createElement(n),n==="select"&&(s=t,o.multiple?s.multiple=!0:o.size&&(s.size=o.size))):t=s.createElementNS(t,n),t[Hn]=e,t[Oi]=o,Ok(t,e,!1,!1),e.stateNode=t;e:{switch(s=qd(n,o),n){case"dialog":Oe("cancel",t),Oe("close",t),r=o;break;case"iframe":case"object":case"embed":Oe("load",t),r=o;break;case"video":case"audio":for(r=0;r<ti.length;r++)Oe(ti[r],t);r=o;break;case"source":Oe("error",t),r=o;break;case"img":case"image":case"link":Oe("error",t),Oe("load",t),r=o;break;case"details":Oe("toggle",t),r=o;break;case"input":mf(t,o),r=Md(t,o),Oe("invalid",t);break;case"option":r=o;break;case"select":t._wrapperState={wasMultiple:!!o.multiple},r=He({},o,{value:void 0}),Oe("invalid",t);break;case"textarea":yf(t,o),r=Ld(t,o),Oe("invalid",t);break;default:r=o}Wd(n,r),i=r;for(a in i)if(i.hasOwnProperty(a)){var l=i[a];a==="style"?dv(t,l):a==="dangerouslySetInnerHTML"?(l=l?l.__html:void 0,l!=null&&hv(t,l)):a==="children"?typeof 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Error(W(166));if(n=jr(Ri.current),jr(Yn.current),Ll(e)){if(o=e.stateNode,n=e.memoizedProps,o[Hn]=e,(a=o.nodeValue!==n)&&(t=qt,t!==null))switch(t.tag){case 3:Nl(o.nodeValue,n,(t.mode&1)!==0);break;case 5:t.memoizedProps.suppressHydrationWarning!==!0&&Nl(o.nodeValue,n,(t.mode&1)!==0)}a&&(e.flags|=4)}else o=(n.nodeType===9?n:n.ownerDocument).createTextNode(o),o[Hn]=e,e.stateNode=o}return ut(e),null;case 13:if(Re(We),o=e.memoizedState,t===null||t.memoizedState!==null&&t.memoizedState.dehydrated!==null){if(Le&&Wt!==null&&e.mode&1&&!(e.flags&128))Xv(),ls(),e.flags|=98560,a=!1;else if(a=Ll(e),o!==null&&o.dehydrated!==null){if(t===null){if(!a)throw Error(W(318));if(a=e.memoizedState,a=a!==null?a.dehydrated:null,!a)throw Error(W(317));a[Hn]=e}else ls(),!(e.flags&128)&&(e.memoizedState=null),e.flags|=4;ut(e),a=!1}else xn!==null&&(vp(xn),xn=null),a=!0;if(!a)return e.flags&65536?e:null}return e.flags&128?(e.lanes=n,e):(o=o!==null,o!==(t!==null&&t.memoizedState!==null)&&o&&(e.child.flags|=8192,e.mode&1&&(t===null||We.current&1?et===0&&(et=3):sm())),e.updateQueue!==null&&(e.flags|=4),ut(e),null);case 4:return hs(),dp(t,e),t===null&&ji(e.stateNode.containerInfo),ut(e),null;case 10:return zg(e.type._context),ut(e),null;case 17:return Pt(e.type)&&Wc(),ut(e),null;case 19:if(Re(We),a=e.memoizedState,a===null)return 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43 *
44 * This source code is licensed under the ISC license.
45 * See the LICENSE file in the root directory of this source tree.
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47 * @license lucide-react v0.462.0 - ISC
48 *
49 * This source code is licensed under the ISC license.
50 * See the LICENSE file in the root directory of this source tree.
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52 * @license lucide-react v0.462.0 - ISC
53 *
54 * This source code is licensed under the ISC license.
55 * See the LICENSE file in the root directory of this source tree.
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57 * @license lucide-react v0.462.0 - ISC
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59 * This source code is licensed under the ISC license.
60 * See the LICENSE file in the root directory of this source tree.
61 */const Zn=(t,e)=>{const n=f.forwardRef(({className:o,...r},a)=>f.createElement(SA,{ref:a,iconNode:e,className:R0(`lucide-${kA(t)}`,o),...r}));return n.displayName=`${t}`,n};/**
62 * @license lucide-react v0.462.0 - ISC
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65 * See the LICENSE file in the root directory of this source tree.
66 */const Vn=Zn("ArrowRight",[["path",{d:"M5 12h14",key:"1ays0h"}],["path",{d:"m12 5 7 7-7 7",key:"xquz4c"}]]);/**
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68 *
69 * This source code is licensed under the ISC license.
70 * See the LICENSE file in the root directory of this source tree.
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72 * @license lucide-react v0.462.0 - ISC
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75 * See the LICENSE file in the root directory of this source tree.
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78 *
79 * This source code is licensed under the ISC license.
80 * See the LICENSE file in the root directory of this source tree.
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85 * See the LICENSE file in the root directory of this source tree.
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87 * @license lucide-react v0.462.0 - ISC
88 *
89 * This source code is licensed under the ISC license.
90 * See the LICENSE file in the root directory of this source tree.
91 */const Oy=Zn("Linkedin",[["path",{d:"M16 8a6 6 0 0 1 6 6v7h-4v-7a2 2 0 0 0-2-2 2 2 0 0 0-2 2v7h-4v-7a6 6 0 0 1 6-6z",key:"c2jq9f"}],["rect",{width:"4",height:"12",x:"2",y:"9",key:"mk3on5"}],["circle",{cx:"4",cy:"4",r:"2",key:"bt5ra8"}]]);/**
92 * @license lucide-react v0.462.0 - ISC
93 *
94 * This source code is licensed under the ISC license.
95 * See the LICENSE file in the root directory of this source tree.
96 */const _A=Zn("Menu",[["line",{x1:"4",x2:"20",y1:"12",y2:"12",key:"1e0a9i"}],["line",{x1:"4",x2:"20",y1:"6",y2:"6",key:"1owob3"}],["line",{x1:"4",x2:"20",y1:"18",y2:"18",key:"yk5zj1"}]]);/**
97 * @license lucide-react v0.462.0 - ISC
98 *
99 * This source code is licensed under the ISC license.
100 * See the LICENSE file in the root directory of this source tree.
101 */const wm=Zn("Search",[["circle",{cx:"11",cy:"11",r:"8",key:"4ej97u"}],["path",{d:"m21 21-4.3-4.3",key:"1qie3q"}]]);/**
102 * @license lucide-react v0.462.0 - ISC
103 *
104 * This source code is licensed under the ISC license.
105 * See the LICENSE file in the root directory of this source tree.
106 */const Gh=Zn("X",[["path",{d:"M18 6 6 18",key:"1bl5f8"}

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107 * @license lucide-react v0.462.0 - ISC
108 *
109 * This source code is licensed under the ISC license.
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112Count===0}isStatic(){return this.getObserversCount()>0?this.observers.some(e=>Np(e.options.staleTime,this)==="static"):!1}isStale(){return this.getObserversCount()>0?this.observers.some(e=>e.getCurrentResult().isStale):this.state.data===void 0||this.state.isInvalidated}isStaleByTime(e=0){return this.state.data===void 0?!0:e==="static"?!1:this.state.isInvalidated?!0:!P6(this.state.dataUpdatedAt,e)}onFocus(){var n;const e=this.observers.find(o=>o.shouldFetchOnWindowFocus());e==null||e.refetch({cancelRefetch:!1}),(n=R(this,gt))==null||n.continue()}onOnline(){var n;const e=this.observers.find(o=>o.shouldFetchOnReconnect());e==null||e.refetch({cancelRefetch:!1}),(n=R(this,gt))==null||n.continue()}addObserver(e){this.observers.includes(e)||(this.observers.push(e),this.clearGcTimeout(),R(this,Kt).notify({type:"observerAdded",query:this,observer:e}))}removeObserver(e){this.observers.includes(e)&&(this.observers=this.observers.filter(n=>n!==e),this.observers.length||(R(this,gt)&&(R(this,Dr)?R(this,gt).cancel({revert:!0}):R(this,gt).cancelRetry()),this.scheduleGc()),R(this,Kt).notify({type:"observerRemoved",query:this,observer:e}))}getObserversCount(){return this.observers.length}invalidate(){this.state.isInvalidated||ct(this,bn,ao).call(this,{type:"invalidate"})}fetch(e,n){var c,u,d;if(this.state.fetchStatus!=="idle"){if(this.state.data!==void 0&&(n!=null&&n.cancelRefetch))this.cancel({silent:!0});else if(R(this,gt))return R(this,gt).continueRetry(),R(this,gt).promise}if(e&&this.setOptions(e),!this.options.queryFn){const g=this.observers.find(p=>p.options.queryFn);g&&this.setOptions(g.options)}const o=new AbortController,r=g=>{Object.defineProperty(g,"signal",{enumerable:!0,get:()=>(ge(this,Dr,!0),o.signal)})},a=()=>{const g=_1(this.options,n),v=(()=>{const y={client:R(this,Lr),queryKey:this.queryKey,meta:this.meta};return r(y),y})();return ge(this,Dr,!1),this.options.persister?this.options.persister(g,v,this):g(v)},i=(()=>{const g={fetchOptions:n,options:this.options,queryKey:this.queryKey,client:R(this,Lr),state:this.state,fetchFn:a};return r(g),g})();(c=this.options.behavior)==null||c.onFetch(i,this),ge(this,Nr,this.state),(this.state.fetchStatus==="idle"||this.state.fetchMeta!==((u=i.fetchOptions)==null?void 0:u.meta))&&ct(this,bn,ao).call(this,{type:"fetch",meta:(d=i.fetchOptions)==null?void 0:d.meta});const l=g=>{var p,v,y,k;rd(g)&&g.silent||ct(this,bn,ao).call(this,{type:"error",error:g}),rd(g)||((v=(p=R(this,Kt).config).onError)==null||v.call(p,g,this),(k=(y=R(this,Kt).config).onSettled)==null||k.call(y,this.state.data,g,this)),this.scheduleGc()};return ge(this,gt,P1({initialPromise:n==null?void 0:n.initialPromise,fn:i.fetchFn,abort:o.abort.bind(o),onSuccess:g=>{var p,v,y,k;if(g===void 0){l(new Error(`${this.queryHash} data is undefined`));return}try{this.setData(g)}catch(w){l(w);return}(v=(p=R(this,Kt).config).onSuccess)==null||v.call(p,g,this),(k=(y=R(this,Kt).config).onSettled)==null||k.call(y,g,this.state.error,this),this.scheduleGc()},onError:l,onFail:(g,p)=>{ct(this,bn,ao).call(this,{type:"failed",failureCount:g,error:p})},onPause:()=>{ct(this,bn,ao).call(this,{type:"pause"})},onContinue:()=>{ct(this,bn,ao).call(this,{type:"continue"})},retry:i.options.retry,retryDelay:i.options.retryDelay,networkMode:i.options.networkMode,canRun:()=>!0})),R(this,gt).start()}},ts=new WeakMap,Nr=new WeakMap,Kt=new WeakMap,Lr=new WeakMap,gt=new WeakMap,sl=new WeakMap,Dr=new WeakMap,bn=new WeakSet,ao=function(e){const n=o=>{switch(e.type){case"failed":return{...o,fetchFailureCount:e.failureCount,fetchFailureReason:e.error};case"pause":return{...o,fetchStatus:"paused"};case"continue":return{...o,fetchStatus:"fetching"};case"fetch":return{...o,...z6(o.data,this.options),fetchMeta:e.meta??null};case"success":return ge(this,Nr,void 0),{...o,data:e.data,dataUpdateCount:o.dataUpdateCount+1,dataUpdatedAt:e.dataUpdatedAt??Date.now(),error:null,isInvalidated:!1,status:"success",...!e.manual&&{fetchStatus:"idle",fetchFailureCount:0,fetchFailureReason:null}};case"error":const r=e.error;return rd(r)&&r.revert&&R(this,Nr)?{...R(this,Nr),fetchStatus:"idle"}

112:{...o,error:r,errorUpdateCount:o.errorUpdateCount+1,errorUpdatedAt:Date.now(),fetchFailureCount:o.fetchFailureCount+1,fetchFailureReason:r,fetchStatus:"idle",status:"error"};case"invalidate":return{...o,isInvalidated:!0};case"setState":return{...o,...e.state}}};this.state=n(this.state),vt.batch(()=>{this.observers.forEach(o=>{o.onQueryUpdate()}),R(this,Kt).notify({query:this,type:"updated",action:e})})},Nb);function z6(t,e){return{fetchFailureCount:0,fetchFailureReason:null,fetchStatus:E1(e.networkMode)?"fetching":"paused",...t===void 0&&{error:null,status:"pending"}}}function $6(t){const e=typeof t.initialData=="function"?t.initialData():t.initialData,n=e!==void 0,o=n?typeof t.initialDataUpdatedAt=="function"?t.initialDataUpdatedAt():t.initialDataUpdatedAt:0;return{data:e,dataUpdateCount:0,dataUpdatedAt:n?o??Date.now():0,error:null,errorUpdateCount:0,errorUpdatedAt:0,fetchFailureCount:0,fetchFailureReason:null,fetchMeta:null,isInvalidated:!1,status:n?"success":"pending",fetchStatus:"idle"}}var Dn,Lb,U6=(Lb=class extends tu{constructor(e={}){super();Te(this,Dn);this.config=e,ge(this,Dn,new Map)}build(e,n,o){const r=n.queryKey,a=n.queryHash??Pm(r,n);let s=this.get(a);return s||(s=new H6({client:e,queryKey:r,queryHash:a,options:e.defaultQueryOptions(n),state:o,defaultOptions:e.getQueryDefaults(r)}),this.add(s)),s}add(e){R(this,Dn).has(e.queryHash)||(R(this,Dn).set(e.queryHash,e),this.notify({type:"added",query:e}))}remove(e){const n=R(this,Dn).get(e.queryHash);n&&(e.destroy(),n===e&&R(this,Dn).delete(e.queryHash),this.notify({type:"removed",query:e}))}clear(){vt.batch(()=>{this.getAll().forEach(e=>{this.remove(e)})})}get(e){return R(this,Dn).get(e)}getAll(){return[...R(this,Dn).values()]}find(e){const n={exact:!0,...e};return this.getAll().find(o=>Qy(n,o))}findAll(e={}){const n=this.getAll();return Object.keys(e).length>0?n.filter(o=>Qy(e,o)):n}notify(e){vt.batch(()=>{this.listeners.forEach(n=>{n(e)})})}onFocus(){vt.batch(()=>{this.getAll().forEach(e=>{e.onFocus()})})}onOnline(){vt.batch(()=>{this.getAll().forEach(e=>{e.onOnline()})})}},Dn=new WeakMap,Lb),Wn,wt,Wr,qn,Mo,Db,Y6=(Db=class extends j1{constructor(e){super();Te(this,qn);Te(this,Wn);Te(this,wt);Te(this,Wr);this.mutationId=e.mutationId,ge(this,wt,e.mutationCache),ge(this,Wn,[]),this.state=e.state||V6(),this.setOptions(e.options),this.scheduleGc()}setOptions(e){this.options=e,this.updateGcTime(this.options.gcTime)}get meta(){return this.options.meta}addObserver(e){R(this,Wn).includes(e)||(R(this,Wn).push(e),this.clearGcTimeout(),R(this,wt).notify({type:"observerAdded",mutation:this,observer:e}))}removeObserver(e){ge(this,Wn,R(this,Wn).filter(n=>n!==e)),this.scheduleGc(),R(this,wt).notify({type:"observerRemoved",mutation:this,observer:e})}optionalRemove(){R(this,Wn).length||(this.state.status==="pending"?this.scheduleGc():R(this,wt).remove(this))}continue(){var e;return((e=R(this,Wr))==null?void 0:e.continue())??this.execute(this.state.variables)}async execute(e){var a,s,i,l,c,u,d,g,p,v,y,k,w,m,b,x,S,T,A,_;const n=()=>{ct(this,qn,Mo).call(this,{type:"continue"})};ge(this,Wr,P1({fn:()=>this.options.mutationFn?this.options.mutationFn(e):Promise.reject(new Error("No mutationFn found")),onFail:(C,P)=>{ct(this,qn,Mo).call(this,{type:"failed",failureCount:C,error:P})},onPause:()=>{ct(this,qn,Mo).call(this,{type:"pause"})},onContinue:n,retry:this.options.retry??0,retryDelay:this.options.retryDelay,networkMode:this.options.networkMode,canRun:()=>R(this,wt).canRun(this)}));const o=this.state.status==="pending",r=!R(this,Wr).canStart();try{if(o)n();else{ct(this,qn,Mo).call(this,{type:"pending",variables:e,isPaused:r}),await((s=(a=R(this,wt).config).onMutate)==null?void 0:s.call(a,e,this));const P=await((l=(i=this.options).onMutate)==null?void 0:l.call(i,e));P!==this.state.context&&ct(this,qn,Mo).call(this,{type:"pending",context:P,variables:e,isPaused:r})}const C=await R(this,Wr).start();return await((u=(c=R(this,wt).config).onSuccess)==null?void 0:u.call(c,C,e,this.state.context,this)),await((g=(d=this.options).onSuccess)==null?void 0:g.call(d,C,e,this.state.context)),await((v=(p=R(this,wt).config).onSettled)==null?void 0:v.call(p,C,null,this.state.variables,this.state.context,this)),await((k=(y=this.options).onSettled)==null?void 0:k.call(y,C,null,e,this.state.context)),ct(this,qn,Mo).call(this,{type:"success",data:C}),C}catch(C){try{throw await((m=(w=R(this,wt).config).onError)==null?void 0:m.call(w,C,e,this.state.context,this)),await((x=(b=this.options).onError)==null?void 0:x.call(b,C,e,this.state.context)),await((T=(S=R(this,wt).config).onSettled)==null?void 0:T.call(S,void 0,C,this.state.variables,this.state.context,this)),await((_=(A=this.options).onSettled)==null?void 0:_.call(A,void 0,C,e,this.state.context)),C}finally{ct(this,qn,Mo).call(this,{type:"error",error:C})}}finally{R(this,wt).runNext(this)}}},Wn=new WeakMap,wt=new WeakMap,Wr=new WeakMap,qn=new WeakSet,Mo=function(e){const n=o=>{switch(e.type){case"failed":return{...o,failureCount:e.failureCount,failureReason:e.error};case"pause":return{...o,isPaused:!0};case"continue":return{...o,isPaused:!1};

112case"pending":return{...o,context:e.context,data:void 0,failureCount:0,failureReason:null,error:null,isPaused:e.isPaused,status:"pending",variables:e.variables,submittedAt:Date.now()};case"success":return{...o,data:e.data,failureCount:0,failureReason:null,error:null,status:"success",isPaused:!1};case"error":return{...o,data:void 0,error:e.error,failureCount:o.failureCount+1,failureReason:e.error,isPaused:!1,status:"error"}}};this.state=n(this.state),vt.batch(()=>{R(this,Wn).forEach(o=>{o.onMutationUpdate(e)}),R(this,wt).notify({mutation:this,type:"updated",action:e})})},Db);function V6(){return{context:void 0,data:void 0,error:null,failureCount:0,failureReason:null,isPaused:!1,status:"idle",variables:void 0,submittedAt:0}}var uo,vn,il,Wb,G6=(Wb=class extends tu{constructor(e={}){super();Te(this,uo);Te(this,vn);Te(this,il);this.config=e,ge(this,uo,new Set),ge(this,vn,new Map),ge(this,il,0)}build(e,n,o){const r=new Y6({mutationCache:this,mutationId:++Al(this,il)._,options:e.defaultMutationOptions(n),state:o});return this.add(r),r}add(e){R(this,uo).add(e);const n=Kl(e);if(typeof n=="string"){const o=R(this,vn).get(n);o?o.push(e):R(this,vn).set(n,[e])}this.notify({type:"added",mutation:e})}remove(e){if(R(this,uo).delete(e)){const n=Kl(e);if(typeof n=="string"){const o=R(this,vn).get(n);if(o)if(o.length>1){const r=o.indexOf(e);r!==-1&&o.splice(r,1)}else o[0]===e&&R(this,vn).delete(n)}}this.notify({type:"removed",mutation:e})}canRun(e){const n=Kl(e);if(typeof n=="string"){const o=R(this,vn).get(n),r=o==null?void 0:o.find(a=>a.state.status==="pending");return!r||r===e}else return!0}runNext(e){var o;const n=Kl(e);if(typeof n=="string"){const r=(o=R(this,vn).get(n))==null?void 0:o.find(a=>a!==e&&a.state.isPaused);return(r==null?void 0:r.continue())??Promise.resolve()}else return 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113 * @remix-run/router v1.23.3
114 *
115 * Copyright (c) Remix Software Inc.
116 *
117 * This source code is licensed under the MIT license found in the
118 * LICENSE.md file in the root directory of this source tree.
119 *
120 * @license MIT
121 */function $i(){return $i=Object.assign?Object.assign.bind():function(t){for(var e=1;e<arguments.length;e++){var n=arguments[e];for(var o in n)({}).hasOwnProperty.call(n,o)&&(t[o]=n[o])}return t},$i.apply(null,arguments)}var Jo;(function(t){t.Pop="POP",t.Push="PUSH",t.Replace="REPLACE"})(Jo||(Jo={}));const ow="popstate";function X6(t){t===void 0&&(t={});function e(o,r){let{pathname:a,search:s,hash:i}=o.location;return Dp("",{pathname:a,search:s,hash:i},r.state&&r.state.usr||null,r.state&&r.state.key||"default")}function n(o,r){return typeof r=="string"?r:ah(r)}return tC(e,n,null,t)}function Ke(t,e){if(t===!1||t===null||typeof t>"u")throw new Error(e)}function Bm(t,e){if(!t){typeof console<"u"&&console.warn(e);try{throw new Error(e)}catch{}}}function eC(){return Math.random().toString(36).substr(2,8)}function rw(t,e){return{usr:t.state,key:t.key,idx:e}}function Dp(t,e,n,o){return n===void 0&&(n=null),$i({pathname:typeof t=="string"?t:t.pathname,search:"",hash:""},typeof e=="string"?Cs(e):e,{state:n,key:e&&e.key||o||eC()})}function ah(t){let{pathname:e="/",search:n="",hash:o=""}=t;return n&&n!=="?"&&(e+=n.charAt(0)==="?"?n:"?"+n),o&&o!=="#"&&(e+=o.charAt(0)==="#"?o:"#"+o),e}function Cs(t){let e={};if(t){let n=t.indexOf("#");n>=0&&(e.hash=t.substr(n),t=t.substr(0,n));let o=t.indexOf("?");o>=0&&(e.search=t.substr(o),t=t.substr(0,o)),t&&(e.pathname=t)}return e}function tC(t,e,n,o){o===void 0&&(o={});let{window:r=document.defaultView,v5Compat:a=!1}=o,s=r.history,i=Jo.Pop,l=null,c=u();c==null&&(c=0,s.replaceState($i({},s.state,{idx:c}),""));function u(){return(s.state||{idx:null}).idx}function d(){i=Jo.Pop;let k=u(),w=k==null?null:k-c;c=k,l&&l({action:i,location:y.location,delta:w})}function g(k,w){i=Jo.Push;let m=Dp(y.location,k,w);c=u()+1;let b=rw(m,c),x=y.createHref(m);try{s.pushState(b,"",x)}catch(S){if(S instanceof DOMException&&S.name==="DataCloneError")throw S;r.location.assign(x)}a&&l&&l({action:i,location:y.location,delta:1})}function p(k,w){i=Jo.Replace;let m=Dp(y.location,k,w);c=u();let b=rw(m,c),x=y.createHref(m);s.replaceState(b,"",x),a&&l&&l({action:i,location:y.location,delta:0})}function v(k){let w=r.location.origin!=="null"?r.location.origin:r.location.href,m=typeof k=="string"?k:ah(k);return m=m.replace(/ $/,"%20"),Ke(w,"No window.location.(origin|href) available to create URL for href: "+m),new URL(m,w)}let y={get action(){return i},get location(){return t(r,s)},listen(k){if(l)throw new Error("A history only accepts one active listener");return r.addEventListener(ow,d),l=k,()=>{r.removeEventListener(ow,d),l=null}},createHref(k){return e(r,k)},createURL:v,encodeLocation(k){let w=v(k);return{pathname:w.pathname,search:w.search,hash:w.hash}},push:g,replace:p,go(k){return s.go(k)}};return y}var aw;(function(t){t.data="data",t.deferred="deferred",t.redirect="redirect",t.error="error"})(aw||(aw={}));function nC(t,e,n){return n===void 0&&(n="/"),oC(t,e,n,!1)}function oC(t,e,n,o){let r=typeof e=="string"?Cs(e):e,a=Om(r.pathname||"/",n);if(a==null)return null;let s=B1(t);rC(s);let i=null,l=mC(a);for(let c=0;i==null&&c<s.length;++c)i=pC(s[c],l,o);return i}function B1(t,e,n,o){e===void 0&&(e=[]),n===void 0&&(n=[]),o===void 0&&(o="");let r=(a,s,i)=>{let l={relativePath:i===void 0?a.path||"":i,caseSensitive:a.caseSensitive===!0,childrenIndex:s,route:a};l.relativePath.startsWith("/")&&(Ke(l.relativePath.startsWith(o),'Absolute route path "'+l.relativePath+'" nested under path '+('"'+o+'" is not val

121id. An absolute child route path ')+"must start with the combined path of all its parent routes."),l.relativePath=l.relativePath.slice(o.length));let c=sr([o,l.relativePath]),u=n.concat(l);a.children&&a.children.length>0&&(Ke(a.index!==!0,"Index routes must not have child routes. Please remove "+('all child routes from route path "'+c+'".')),B1(a.children,e,u,c)),!(a.path==null&&!a.index)&&e.push({path:c,score:uC(c,a.index),routesMeta:u})};return t.forEach((a,s)=>{var i;if(a.path===""||!((i=a.path)!=null&&i.includes("?")))r(a,s);else for(let l of O1(a.path))r(a,s,l)}),e}function O1(t){let e=t.split("/");if(e.length===0)return[];let[n,...o]=e,r=n.endsWith("?"),a=n.replace(/\?$/,"");if(o.length===0)return r?[a,""]:[a];let s=O1(o.join("/")),i=[];return i.push(...s.map(l=>l===""?a:[a,l].join("/"))),r&&i.push(...s),i.map(l=>t.startsWith("/")&&l===""?"/":l)}function rC(t){t.sort((e,n)=>e.score!==n.score?n.score-e.score:dC(e.routesMeta.map(o=>o.childrenIndex),n.routesMeta.map(o=>o.childrenIndex)))}const aC=/^:[\w-]+$/,sC=3,iC=2,lC=1,cC=10,hC=-2,sw=t=>t==="*";function uC(t,e){let n=t.split("/"),o=n.length;return n.some(sw)&&(o+=hC),e&&(o+=iC),n.filter(r=>!sw(r)).reduce((r,a)=>r+(aC.test(a)?sC:a===""?lC:cC),o)}function dC(t,e){return t.length===e.length&&t.slice(0,-1).every((o,r)=>o===e[r])?t[t.length-1]-e[e.length-1]:0}function pC(t,e,n){let{routesMeta:o}=t,r={},a="/",s=[];for(let i=0;i<o.length;++i){let l=o[i],c=i===o.length-1,u=a==="/"?e:e.slice(a.length)||"/",d=iw({path:l.relativePath,caseSensitive:l.caseSensitive,end:c},u),g=l.route;if(!d&&c&&n&&!o[o.length-1].route.index&&(d=iw({path:l.relativePath,caseSensitive:l.caseSensitive,end:!1},u)),!d)return null;

121Object.assign(r,d.params),s.push({params:r,pathname:sr([a,d.pathname]),pathnameBase:vC(sr([a,d.pathnameBase])),route:g}),d.pathnameBase!=="/"&&(a=sr([a,d.pathnameBase]))}return s}function iw(t,e){typeof t=="string"&&(t={path:t,caseSensitive:!1,end:!0});let[n,o]=gC(t.path,t.caseSensitive,t.end),r=e.match(n);if(!r)return null;let a=r[0],s=a.replace(/(.)\/+$/,"$1"),i=r.slice(1);return{params:o.reduce((c,u,d)=>{let{paramName:g,isOptional:p}=u;if(g==="*"){let y=i[d]||"";s=a.slice(0,a.length-y.length).replace(/(.)\/+$/,"$1")}const v=i[d];return p&&!v?c[g]=void 0:c[g]=(v||"").replace(/%2F/g,"/"),c},{}),pathname:a,pathnameBase:s,pattern:t}}function gC(t,e,n){e===void 0&&(e=!1),n===void 0&&(n=!0),Bm(t==="*"||!t.endsWith("*")||t.endsWith("/*"),'Route path "'+t+'" will be treated as if it were '+('"'+t.replace(/\*$/,"/*")+'" because the `*` character must ')+"always follow a `/` in the pattern. To get rid of this warning, "+('please change the route path to "'+t.replace(/\*$/,"/*")+'".'));let o=[],r="^"+t.replace(/\/*\*?$/,"").replace(/^\/*/,"/").replace(/[\\.*+^${}|()[\]]/g,"\\$&").replace(/\/:([\w-]+)(\?)?/g,(s,i,l)=>(o.push({paramName:i,isOptional:l!=null}),l?"/?([^\\/]+)?":"/([^\\/]+)"));return t.endsWith("*")?(o.push({paramName:"*"}),r+=t==="*"||t==="/*"?"(.*)$":"(?:\\/(.+)|\\/*)$"):n?r+="\\/*$":t!==""&&t!=="/"&&(r+="(?:(?=\\/|$))"),[new RegExp(r,e?void 0:"i"),o]}function mC(t){try{return t.split("/").map(e=>decodeURIComponent(e).replace(/\//g,"%2F")).join("/")}catch(e){return Bm(!1,'The URL path "'+t+'" could not be decoded because it is is a malformed URL segment. This is probably due to a bad percent '+("encoding ("+e+").")),t}}function Om(t,e){if(e==="/")return t;if(!t.toLowerCase().startsWith(e.toLowerCase()))return null;let n=e.endsWith("/")?e.length-1:e.length,o=t.charAt(n);return o&&o!=="/"?null:t.slice(n)||"/"}const fC=/^(?:[a-z][a-z0-9+.-]*:|\/\/)/i,yC=t=>fC.test(t);function wC(t,e){e===void 0&&(e="/");let{pathname:n,search:o="",hash:r=""}=typeof t=="string"?Cs(t):t,a;if(n)if(yC(n))a=n;else{if(n.includes("//")){let s=n;n=M1(n),Bm(!1,"Pathnames cannot have embedded double slashes - normalizing "+(s+" -> "+n))}n.startsWith("/")?a=lw(n.substring(1),"/"):a=lw(n,e)}else a=e;return{pathname:a,search:kC(o),hash:xC(r)}}function lw(t,e){let n=e.replace(/\/+$/,"").split("/");return t.split("/").forEach(r=>{r===".."?n.length>1&&n.pop():r!=="."&&n.push(r)}),n.length>1?n.join("/"):"/"}function ad(t,e,n,o){return"Cannot include a '"+t+"' character in a manually specified "+("`to."+e+"` field ["+JSON.stringify(o)+"].  Please separate it out to the ")+("`to."+n+"` field. Alternatively you may provide the full path as ")+'a string in <Link to="..."> and the router will parse it for you.'}function bC(t){return t.filter((e,n)=>n===0||e.route.path&&e.route.path.length>0)}function Mm(t,e){let n=bC(t);return e?n.map((o,r)=>r===n.length-1?o.pathname:o.pathnameBase):n.map(o=>o.pathnameBase)}function Rm(t,e,n,o){o===void 0&&(o=!1);let r;typeof t=="string"?r=Cs(t):(r=$i({},t),Ke(!r.pathname||!r.pathname.includes("?"),ad("?","pathname","search",r)),Ke(!r.pathname||!r.pathname.includes("#"),ad("#","pathname","hash",r)),Ke(!r.search||!r.search.includes("#"),ad("#","search","hash",r)));let a=t===""||r.pathname==="",s=a?"/":r.pathname,i;if(s==null)i=n;else{let d=e.length-1;if(!o&&s.startsWith("..")){let g=s.split("/");for(;g[0]==="..";)g.shift(),d-=1;r.pathname=g.join("/")}i=d>=0?e[d]:"/"}let l=wC(r,i),c=s&&s!=="/"&&s.endsWith("/"),u=(a||s===".")&&n.endsWith("/");return!l.pathname.endsWith("/")&&(c||u)&&(l.pathname+="/"),l}const M1=t=>t.replace(/\/\/+/g,"/"),sr=t=>M1(t.join("/")),vC=t=>t.replace(/\/+$/,"").replace(/^\/*/,"/"),kC=t=>!t||t==="?"?"":t.startsWith("?")?t:"?"+t,xC=t=>!t||t==="#"?"":t.startsWith("#")?t:"#"+t;function SC(t){return t!=null&&typeof t.status=="number"&&typeof t.statusText=="string"&&typeof t.internal=="boolean"&&"data"in t}const R1=["post","put","patch","delete"];new Set(R1);const TC=["get",...R1];new Set(TC);/**
122 * React Router v6.30.4
123 *
124 * Copyright (c) Remix Software Inc.
125 *
126 * This source code is licensed under the MIT license found in the
127 * LICENSE.md file in the root directory of this source tree.
128 *
129 * @license MIT
130 */function Ui(){return Ui=Object.assign?Object.assign.bind():function(t){for(var e=1;e<arguments.length;e++){var n=arguments[e];for(var o in n)({}).hasOwnProperty.call(n,o)&&(t[o]=n[o])}return t},Ui.apply(null,arguments)}const Nm=f.createContext(null),AC=f.createContext(null),br=f.createContext(null),ou=f.createContext(null),To=f.createContext({outlet:null,matches:[],isDataRoute:!1}),N1=f.createContext(null);function _C(t,e){let{relative:n}=e===void 0?{}:e;Es()||Ke(!1);let{basename:o,navigator:r}=f.useContext(br),{hash:a,pathname:s,search:i}=D1(t,{relative:n}),l=s;return o!=="/"&&(l=s==="/"?o:sr([o,s])),r.createHref({pathname:l,search:i,hash:a})}function Es(){return f.useContext(ou)!=null}function Ao(){return Es()||Ke(!1),f.useContext(ou).location}function L1(t){f.useContext(br).static||f.useLayoutEffect(t)}function Is(){let{isDataRoute:t}=f.useContext(To);return t?WC():CC()}function CC(){Es()||Ke(!1);let t=f.useContext(Nm),{basename:e,future:n,navigator:o}=f.useContext(br),{matches:r}=f.useContext(To),{pathname:a}=Ao(),s=JSON.stringify(Mm(r,n.v7_relativeSplatPath)),i=f.useRef(!1);return L1(()=>{i.current=!0}),f.useCallback(function(c,u){if(u===void 0&&(u={}),!i.current)return;if(typeof c=="number"){o.go(c);return}let d=Rm(c,JSON.parse(s),a,u.relative==="path");t==null&&e!=="/"&&(d.pathname=d.pathname==="/"?e:sr([e,d.pathname])),(u.replace?o.replace:o.push)(d,u.state,u)},[e,o,s,a,t])}function hN(){let{matches:t}=f.useContext(To),e=t[t.length-1];return e?e.params:{}}function D1(t,e){let{relative:n}=e===void 0?{}:e,{future:o}=f.useContext(br),{matches:r}=f.useContext(To),{pathname:a}=Ao(),s=JSON.stringify(Mm(r,o.v7_relativeSplatPath));return f.useMemo(()=>Rm(t,JSON.parse(s),a,n==="path"),[t,s,a,n])}function EC(t,e){return IC(t,e)}function IC(t,e,n,o){Es()||Ke(!1);let{navigator:r}=f.useContext(br),{matches:a}=f.useContext(To),s=a[a.length-1],i=s?s.params:{};s&&s.pathname;let l=s?s.pathnameBase:"/";s&&s.route;let c=Ao(),u;if(e){var d;let k=typeof e=="string"?Cs(e):e;l==="/"||(d=k.pathname)!=null&&d.startsWith(l)||Ke(!1),u=k}else u=c;let g=u.pathname||"/",p=g;if(l!=="/"){let k=l.replace(/^\//,"").split("/");p="/"+g.replace(/^\//,"").split("/").slice(k.length).join("/")}let v=nC(t,{pathname:p}),y=MC(v&&v.map(k=>Object.assign({},k,{params:Object.assign({},i,k.params),pathname:sr([l,r.encodeLocation?r.encodeLocation(k.pathname).pathname:k.pathname]),pathnameBase:k.pathnameBase==="/"?l:sr([l,r.encodeLocation?r.encodeLocation(k.pathnameBase).pathname:k.pathnameBase])})),a,n,o);return e&&y?f.createElement(ou.Provider,{value:{location:Ui({pathname:"/",search:"",hash:"",state:null,key:"default"},u),navigationType:Jo.Pop}},y):y}function PC(){let t=DC(),e=SC(t)?t.status+" "+t.statusText:t instanceof Error?t.message:JSON.stringify(t),n=t instanceof Error?t.stack:null,r={padding:"0.5rem",backgroundColor:"rgba(200,200,200, 0.5)"};return f.createElement(f.Fragment,null,f.createElement("h2",null,"Unexpected Application 

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131 * React Router DOM v6.30.4
132 *
133 * Copyright (c) Remix Software Inc.
134 *
135 * This source code is licensed under the MIT license found in the
136 * LICENSE.md file in the root directory of this source tree.
137 *
138 * @license MIT
139 */function qp(){return qp=Object.assign?Object.assign.bind():function(t){for(var e=1;e<arguments.length;e++){var n=arguments[e];for(var o in n)({}).hasOwnProperty.call(n,o)&&(t[o]=n[o])}return t},qp.apply(null,arguments)}function zC(t,e){if(t==null)return{};var n={};for(var o in t)if({}.hasOwnProperty.call(t,o)){if(e.indexOf(o)!==-1)continue;n[o]=t[o]}return n}function $C(t){return!!(t.metaKey||t.altKey||t.ctrlKey||t.shiftKey)}function UC(t,e){return t.button===0&&(!e||e==="_self")&&!$C(t)}function Fp(t){return t===void 0&&(t=""),new URLSearchParams(typeof t=="string"||Array.isArray(t)||t instanceof URLSearchParams?t:Object.keys(t).reduce((e,n)=>{let o=t[n];return e.concat(Array.isArray(o)?o.map(r=>[n,r]):[[n,o]])},[]))}function YC(t,e){let n=Fp(t);return e&&e.forEach((o,r)=>{n.has(r)||e.getAll(r).forEach(a=>{n.append(r,a)})}),n}const VC=["onClick","relative","reloadDocument","replace","state","target","to","preventScrollReset","viewTransition"],GC="6";try{window.__reactRouterVersion=GC}catch{}const KC="startTransition",cw=kg[KC];function JC(t){let{basename:e,children:n,future:o,window:r}=t,a=f.useRef();a.current==null&&(a.current=X6({window:r,v5Compat:!0}));let s=a.current,[i,l]=f.useState({action:s.action,location:s.location}),{v7_startTransition:c}=o||{},u=f.useCallback(d=>{c&&cw?cw(()=>l(d)):l(d)},[l,c]);return f.useLayoutEffect(()=>s.listen(u),[s,u]),f.useEffect(()=>qC(o),[o]),f.createElement(FC,{basename:e,children:n,location:i.location,navigationType:i.action,navigator:s,future:o})}const QC=typeof window<"u"&&typeof window.document<"u"&&typeof window.document.createElement<"u",ZC=/^(?:[a-z][a-z0-9+.-]*:|\/\/)/i,Ne=f.forwardRef(function(e,n){let{onClick:o,relative:r,reloadDocument:a,replace:s,state:i,target:l,to:c,preventScrollReset:u,viewTransition:d}=e,g=zC(e,VC),{basename:p}=f.useContext(br),v,y=!1;if(typeof c=="string"&&ZC.test(c)&&(v=c,QC))try{let b=new URL(window.location.href),x=c.startsWith("//")?new URL(b.protocol+c):new URL(c),S=Om(x.pathname,p);x.origin===b.origin&&S!=null?c=S+x.search+x.hash:y=!0}catch{}let k=_C(c,{relative:r}),w=XC(c,{replace:s,state:i,target:l,preventScrollReset:u,relative:r,viewTransition:d});function m(b){o&&o(b),b.defaultPrevented||w(b)}return f.createElement("a",qp({},g,{href:v||k,onClick:y||a?o:m,ref:n,target:l}))});var hw;(function(t){t.UseScrollRestoration="useScrollRestoration",t.UseSubmit="useSubmit",t.UseSubmitFetcher="useSubmitFetcher",t.UseFetcher="useFetcher",t.useViewTransitionState="useViewTransitionState"})(hw||(hw={}));var uw;(function(t){t.UseFetcher="useFetcher",t.UseFetchers="useFetchers",t.UseScrollRestoration="useScrollRestoration"})(uw||(uw={}));function XC(t,e){let{target:n,replace:o,state:r,preventScrollReset:a,relative:s,viewTransition:i}=e===void 0?{}:e,l=Is(),c=Ao(),u=D1(t,{relative:s});return f.useCallback(d=>

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141Caused by: ${(y=d==null?void 0:d.name)!==null&&y!==void 0?y:"Error"}: ${m}`,b&&(l+=` (${b})`),d!=null&&d.stack&&(l+=`
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142typeof o=="string"&&yw.test(o)?`"${o}"`:`${o}`).join(",");return this.url.searchParams.append(t,`in.(${n})`),this}notIn(t,e){const n=Array.from(new Set(e)).map(o=>typeof o=="string"&&yw.test(o)?`"${o}"`:`${o}`).join(",");return this.url.searchParams.append(t,`not.in.(${n})`),this}contains(t,e){return typeof e=="string"?this.url.searchParams.append(t,`cs.${e}`):Array.isArray(e)?this.url.searchParams.append(t,`cs.{${e.join(",")}}`):this.url.searchParams.append(t,`cs.${JSON.stringify(e)}`),this}containedBy(t,e){return typeof e=="string"?this.url.searchParams.append(t,`cd.${e}`):Array.isArray(e)?this.url.searchParams.append(t,`cd.{${e.join(",")}}`):this.url.searchParams.append(t,`cd.${JSON.stringify(e)}`),this}rangeGt(t,e){return this.url.searchParams.append(t,`sr.${e}`),this}rangeGte(t,e){return this.url.searchParams.append(t,`nxl.${e}`),this}rangeLt(t,e){return this.url.searchParams.append(t,`sl.${e}`),this}rangeLte(t,e){return this.url.searchParams.append(t,`nxr.${e}`),this}rangeAdjacent(t,e){return this.url.searchParams.append(t,`adj.${e}`),this}overlaps(t,e){return typeof e=="string"?this.url.searchParams.append(t,`ov.${e}`):this.url.searchParams.append(t,`ov.{${e.join(",")}}`),this}textSearch(t,e,{config:n,type:o}={}){let r="";o==="plain"?r="pl":o==="phrase"?r="ph":o==="websearch"&&(r="w");const a=n===void 0?"":`(${n})`;return this.url.searchParams.append(t,`${r}fts${a}.${e}`),this}match(t){return Object.entries(t).filter(([e,n])=>n!==void 0).forEach(([e,n])=>{this.url.searchParams.append(e,`eq.${n}`)}),this}not(t,e,n){return this.url.searchParams.append(t,`not.${e}.${n}`),this}or(t,{foreignTable:e,referencedTable:n=e}={}){const o=n?`${n}.or`:"or";return this.url.searchParams.append(o,`(${t})`),this}filter(t,e,n){return this.url.searchParams.append(t,`${e}.${n}`),this}},hE=class{constructor(t,{headers:e={},schema:n,fetch:o,urlLengthLimit:r=8e3,retry:a}){this.url=t,this.headers=new Headers(e),this.schema=n,this.fetch=o,this.urlLengthLimit=r,this.retry=a}cloneRequestState(){return{url:new URL(this.url.toString()),headers:new Headers(this.headers)}}select(t,e){const{head:n=!1,count:o}=e??{},r=n?"HEAD":"GET";let a=!1;const s=(t??"*").split("").map(c=>/\s/.test(c)&&!a?"":(c==='"'&&(a=!a),c)).join(""),{url:i,headers:l}=this.cloneRequestState();return i.searchParams.set("select",s),o&&l.append("Prefer",`count=${o}`),new wa({method:r,url:i,headers:l,schema:this.schema,fetch:this.fetch,urlLengthLimit:this.urlLengthLimit,retry:this.retry})}insert(t,{count:e,defaultToNull:n=!0}={}){var o;const r="POST",{url:a,headers:s}=this.cloneRequestState();if(e&&s.append("Prefer",`count=${e}`),n||s.append("Prefer","missing=default"),Array.isArray(t)){const i=t.reduce((l,c)=>l.concat(Object.keys(c)),[]);if(i.length>0){const l=[...new Set(i)].map(c=>`"${c}"`);a.searchParams.set("columns",l.join(","))}}return new wa({method:r,url:a,headers:s,schema:this.schema,body:t,fetch:(o=this.fetch)!==null&&o!==void 0?o:fetch,urlLengthLimit:this.urlLengthLimit,retry:this.retry})}upsert(t,{onConflict:e,ignoreDuplicates:n=!1,count:o,defaultToNull:r=!0}={}){var a;const s="POST",{url:i,headers:l}=this.cloneRequestState();if(l.append("Prefer",`resolution=${n?"ignore":"merge"}-duplicates`),e!==void 0&&i.searchParams.set("on_conflict",e),o&&l.append("Prefer",`count=${o}`),r||l.append("Prefer","missing=default"),Array.isArray(t)){const c=t.reduce((u,d)=>u.concat(Object.keys(d)),[]);if(c.length>0){const u=[...new Set(c)].map(d=>`"${d}"`);i.searchParams.set("columns",u.join(","))}}return new wa({method:s,url:i,headers:l,schema:this.schema,body:t,fetch:(a=this.fetch)!==null&&a!==void 0?a:fetch,urlLengthLimit:this.urlLengthLimit,retry:this.retry})}update(t,{count:e}={}){var n;const o="PATCH",{url:r,headers:a}=this.cloneRequestState();return e&&a.append("Prefer",`count=${e}`),new wa({method:o,url:r,headers:a,schema:this.schema,body:t,fetch:(n=this.fetch)!==null&&n!==void 0?n:fetch,urlLengthLimit:this.urlLengthLimit,retry:this.retry})}delete({count:t}={}){var e;const n="DELETE",{url:o,headers:r}=this.cloneRequestState();return t&&r.append("Prefer",`count=${t}`),new wa({method:n,url:o,headers:r,schema:this.schema,fetch:(e=this.fetch)!==null&&e!==void 0?e:fetch,urlLengthLimit:this.urlLengthLimit,retry:this.retry})}};function Yi(t){"@babel/helpers - typeof";return Yi=typeof Symbol=="function"&&typeof Symbol.iterator=="symbol"?function(e){return typeof e}:function(e){return e&&typeof Symbol=="function"&&e.constructor===Symbol&&e!==Symbol.prototype?"symbol":typeof e},Yi(t)}function uE(t,e){if(Yi(t)!="object"||!t)return t;var n=t[Symbol.toPrimitive];if(n!==void 0){var o=n.call(t,e||"default");

142if(Yi(o)!="object")return o;throw new TypeError("@@toPrimitive must return a primitive value.")}return(e==="string"?String:Number)(t)}function dE(t){var e=uE(t,"string");return Yi(e)=="symbol"?e:e+""}function pE(t,e,n){return(e=dE(e))in t?Object.defineProperty(t,e,{value:n,enumerable:!0,configurable:!0,writable:!0}):t[e]=n,t}function ww(t,e){var n=Object.keys(t);if(Object.getOwnPropertySymbols){var o=Object.getOwnPropertySymbols(t);e&&(o=o.filter(function(r){return Object.getOwnPropertyDescriptor(t,r).enumerable})),n.push.apply(n,o)}return n}function Jl(t){for(var e=1;e<arguments.length;e++){var n=arguments[e]!=null?arguments[e]:{};e%2?ww(Object(n),!0).forEach(function(o){pE(t,o,n[o])}):Object.getOwnPropertyDescriptors?Object.defineProperties(t,Object.getOwnPropertyDescriptors(n)):ww(Object(n)).forEach(function(o){Object.defineProperty(t,o,Object.getOwnPropertyDescriptor(n,o))})}return t}var gE=class z1{constructor(e,{headers:n={},schema:o,fetch:r,timeout:a,urlLengthLimit:s=8e3,retry:i}={}){this.url=e,this.headers=new Headers(n),this.schemaName=o,this.urlLengthLimit=s;const l=r??globalThis.fetch;a!==void 0&&a>0?this.fetch=(c,u)=>{const d=new AbortController,g=setTimeout(()=>d.abort(),a),p=u==null?void 0:u.signal;if(p){if(p.aborted)return clearTimeout(g),l(c,u);const v=()=>{clearTimeout(g),d.abort()};return p.addEventListener("abort",v,{once:!0}),l(c,Jl(Jl({},u),{},{signal:d.signal})).finally(()=>{clearTimeout(g),p.removeEventListener("abort",v)})}return l(c,Jl(Jl({},u),{},{signal:d.signal})).finally(()=>clearTimeout(g))}:this.fetch=l,this.retry=i}from(e){if(!e||typeof e!="string"||e.trim()==="")throw new Error("Invalid relation name: relation must be a non-empty string.");return new hE(new URL(`${this.url}/${e}`),{headers:new Headers(this.headers),schema:this.schemaName,fetch:this.fetch,urlLengthLimit:this.urlLengthLimit,retry:this.retry})}schema(e){return new z1(this.url,{headers:this.headers,schema:e,fetch:this.fetch,urlLengthLimit:this.urlLengthLimit,retry:this.retry})}rpc(e,n={},{head:o=!1,get:r=!1,count:a}={}){var s;let i;const l=new URL(`${this.url}/rpc/${e}`);let c;const u=p=>p!==null&&typeof p=="object"&&(!Array.isArray(p)||p.some(u)),d=o&&Object.values(n).some(u);d?(i="POST",c=n):o||r?(i=o?"HEAD":"GET",Object.entries(n).filter(([p,v])=>v!==void 0).map(([p,v])=>[p,Array.isArray(v)?`{${v.join(",")}}`:`${v}`]).forEach(([p,v])=>{l.searchParams.append(p,v)})):(i="POST",c=n);const g=new Headers(this.headers);return d?g.set("Prefer",a?`count=${a},return=minimal`:"return=minimal"):a&&g.set("Prefer",`count=${a}`),new wa({method:i,url:l,headers:g,schema:this.schemaName,body:c,fetch:(s=this.fetch)!==null&&s!==void 0?s:fetch,urlLengthLimit:this.urlLengthLimit,retry:this.retry})}};class mE{constructor(){}static detectEnvironment(){var e;if(typeof WebSocket<"u")return{type:"native",wsConstructor:WebSocket};const n=globalThis;if(typeof globalThis<"u"&&typeof n.WebSocket<"u")return{type:"native",wsConstructor:n.WebSocket};const o=typeof global<"u"?global:void 0;if(o&&typeof o.WebSocket<"u")return{type:"native",wsConstructor:o.WebSocket};if(typeof globalThis<"u"&&typeof n.WebSocketPair<"u"&&typeof globalThis.WebSocket>"u")return{type:"cloudflare",error:"Cloudflare Workers detected. WebSocket clients are not supported in Cloudflare Workers.",workaround:"Use Cloudflare Workers WebSocket API for server-side WebSocket handling, or deploy to a different runtime."};if(typeof globalThis<"u"&&n.EdgeRuntime||typeof navigator<"u"&&(!((e=navigator.userAgent)===null||e===void 0)&&e.includes("Vercel-Edge")))return{type:"unsupported",error:"Edge runtime detected (Vercel Edge/Netlify Edge). WebSockets are not supported in edge functions.",workaround:"Use serverless functions or a different deployment target for WebSocket functionality."};const r=globalThis.process;if(r){const a=r.versions;if(a&&a.node)return{type:"unsupported",error:"Node.js detected but native WebSocket not found.",workaround:"Ensure you are running Node.js 22+ or provide a WebSocket implementation via the transport option."}}return{type:"unsupported",error:"Unknown JavaScript runtime without WebSocket support.",workaround:"Ensure you're running in a supported environment (browser, Node.js, Deno) or provide a custom WebSocket implementation."}}static getWebSocketConstructor(){const e=this.detectEnvironment();if(e.wsConstructor)return e.wsConstructor;let n=e.error||"WebSocket not supported in this environment.";throw e.workaround&&(n+=`
143
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144oks=[],this.sent=!1,this.ref=void 0}resend(t){this.timeout=t,this.reset(),this.send()}send(){this.hasReceived("timeout")||(this.startTimeout(),this.sent=!0,this.channel.socket.push({topic:this.channel.topic,event:this.event,payload:this.payload(),ref:this.ref,join_ref:this.channel.joinRef()}))}receive(t,e){return this.hasReceived(t)&&e(this.receivedResp.response),this.recHooks.push({status:t,callback:e}),this}reset(){this.cancelRefEvent(),this.ref=null,this.refEvent=null,this.receivedResp=null,this.sent=!1}destroy(){this.cancelRefEvent(),this.cancelTimeout()}matchReceive({status:t,response:e,_ref:n}){this.recHooks.filter(o=>o.status===t).forEach(o=>o.callback(e))}cancelRefEvent(){this.refEvent&&this.channel.off(this.refEvent)}cancelTimeout(){clearTimeout(this.timeoutTimer),this.timeoutTimer=null}startTimeout(){this.timeoutTimer&&this.cancelTimeout(),this.ref=this.channel.socket.makeRef(),this.refEvent=this.channel.replyEventName(this.ref),this.channel.on(this.refEvent,t=>{this.cancelRefEvent(),this.cancelTimeout(),this.receivedResp=t,this.matchReceive(t)}),this.timeoutTimer=setTimeout(()=>{this.trigger("timeout",{})},this.timeout)}hasReceived(t){return this.receivedResp&&this.receivedResp.status===t}trigger(t,e){this.channel.trigger(this.refEvent,{status:t,response:e})}},G1=class{constructor(t,e){this.callback=t,this.timerCalc=e,this.timer=void 0,this.tries=0}reset(){this.tries=0,clearTimeout(this.timer)}scheduleTimeout(){clearTimeout(this.timer),this.timer=setTimeout(()=>{this.tries=this.tries+1,this.callback()},this.timerCalc(this.tries+1))}},ME=class{constructor(t,e,n){this.state=At.closed,this.topic=t,this.params=bi(e||{}),this.socket=n,this.bindings=[],this.bindingRef=0,this.timeout=this.socket.timeout,this.joinedOnce=!1,this.joinPush=new Ql(this,io.join,this.params,this.timeout),this.pushBuffer=[],this.stateChangeRefs=[],this.rejoinTimer=new G1(()=>{this.socket.isConnected()&&this.rejoin()},this.socket.rejoinAfterMs),this.stateChangeRefs.push(this.socket.onError(()=>this.rejoinTimer.reset())),this.stateChangeRefs.push(this.socket.onOpen(()=>{this.rejoinTimer.reset(),this.isErrored()&&this.rejoin()})),this.joinPush.receive("ok",()=>{this.state=At.joined,this.rejoinTimer.reset(),this.pushBuffer.forEach(o=>o.send()),this.pushBuffer=[]}),this.joinPush.receive("error",o=>{this.state=At.errored,this.socket.hasLogger()&&this.socket.log("channel",`error ${this.topic}`,o),this.socket.isConnected()&&this.rejoinTimer.scheduleTimeout()}),this.onClose(()=>{this.rejoinTimer.reset(),this.socket.hasLogger()&&this.socket.log("channel",`close ${this.topic}`),this.state=At.closed,this.socket.remove(this)}),this.onError(o=>{this.socket.hasLogger()&&this.socket.log("channel",`error ${this.topic}`,o),this.isJoining()&&this.joinPush.reset(),this.state=At.errored,this.socket.isConnected()&&this.rejoinTimer.scheduleTimeout()}),this.joinPush.receive("timeout",()=>{this.socket.hasLogger()&&this.socket.log("channel",`timeout ${this.topic}`,this.joinPush.timeout),new Ql(this,io.leave,bi({}),this.timeout).send(),this.state=At.errored,this.joinPush.reset(),this.socket.isConnected()&&this.rejoinTimer.scheduleTimeout()}),this.on(io.reply,(o,r)=>{this.trigger(this.replyEventName(r),o)})}join(t=this.timeout){if(this.joinedOnce)throw new Error("tried to join multiple times. 'join' can only be called a single time per channel instance");return this.timeout=t,this.joinedOnce=!0,this.rejoin(),this.joinPush}teardown(){this.pushBuffer.forEach(t=>t.destroy()),this.pushBuffer=[],this.rejoinTimer.reset(),this.joinPush.destroy(),this.state=At.closed,this.bindings=[]}onClose(t){this.on(io.close,t)}onError(t){return this.on(io.error,e=>t(e))}on(t,e){let n=this.bindingRef++;return this.bindings.push({event:t,ref:n,callback:e}),n}off(t,e){this.bindings=this.bindings.filter(n=>!(n.event===t&&(typeof e>"u"||e===n.ref)))}canPush(){return this.socket.isConnected()&&this.isJoined()}push(t,e,n=this.timeout){if(e=e||{},!this.joinedOnce)throw new Error(`tried to push '${t}' to '${this.topic}' before joining. Use channel.join() before pushing events`);let o=new Ql(this,t,function(){return e},n);return this.canPush()?o.send():(o.startTimeout(),this.pushBuffer.push(o)),o}leave(t=this.timeout){this.rejoinTimer.reset(),this.joinPush.cancelTimeout(),this.state=At.leaving;let e=()=>{this.socket.hasLogger()&&this.socket.log("channel",`leave ${this.topic}`),this.trigger(io.close,"leave")},n=new Ql(this,io.leave,bi({}),t);return n.receive("ok",()=>e()).receive("timeout",()=>e()),n.send(),this.canPush()||n.trigger("ok",{}),n}onMessage(t,e,n){return e}filterBindings(t,e,n){return!0}isMember(t,e,n,o){return this.topic!==t?!1:o&&o!==this.joinRef()?(this.socket.hasLogger()&&this.socket.log("channel","dropping outdated message",{topic:t,event:e,payload:n,joinRef:o}),!1):!0}joinRef(){return this.joinPush.ref}rejoin(t=this.timeout){this.isLeaving()||(this.socket.leaveOpenTopic(this.topic),this.state=At.joining,this.joinPush.resend(t))}trigger(t,e,n,o){let r=this.onMessage(t,e,n,o);if(e&&!r)throw new Error("channel onMessage callbacks must return the payload, modified or unmodified");let a=this.bindings.filter(s=>s.event===t&&this.filterBindings(s,e,n));for(let s=0;s<a.length;s++)a[s].callback(r,n,o||this.joinRef())}replyEventName(t){return`chan_reply_${t}`}isClosed(){return this.state===At.closed}isErrored(){return this.state===At.errored}isJoined(){return this.state===At.joined}isJoining(){return this.state===At.joining}isLeaving(){return this.state===At.leaving}},ih=class{static request(t,e,n,o,r,a,s){if(Ln.XDomainRequest){let i=new Ln.XDomainRequest;return this.xdomainRequest(i,t,e,o,r,a,s)}else if(Ln.XMLHttpRequest){let i=new Ln.XMLHttpRequest;return this.xhrRequest(i,t,e,n,o,r,a,s)}else{if(Ln.fetch&&Ln.AbortController)return this.fetchRequest(t,e,n,o,r,a,s);throw new Error("No suitable XMLHttpRequest implementation found")}}static fetchRequest(t,e,n,o,r,a,s){let i={method:t,headers:n,body:o},l=null;return r&&(l=new AbortController,setTimeout(()=>l.abort(),r),i.signal=l.signal),Ln.fetch(e,i).then(c=>c.text()).then(c=>this.parseJSON(c)).then(c=>s&&s(c)).catch(c=>{c.name==="AbortError"&&a?a():s&&s(null)}),l}static xdomainRequest(t,e,n,o,r,a,s){return t.timeout=r,t.open(e,n),t.onload=()=>{let i=this.parseJSON(t.responseText);s&&s(i)},a&&(t.ontimeout=a),t.onprogress=()=>{},t.send(o),t}static xhrRequest(t,e,n,o,r,a,s,i){t.open(e,n,!0),t.timeout=a;for(let[l,c]of Object.entries(o))t.setRequestHeader(l,c);return t.onerror=()=>i&&i(null),t.onreadystatechange=()=>{if(t.readyState===OE.complete&&i){let l=this.parseJSON(t.responseText);i(l)}},s&&(t.ontimeout=s),t.send(r),t}static parseJSON(t){if(!t||t==="")return null;try{return JSON.parse(t)}catch{return console&&console.log("failed to parse JSON response",t),null}}static serialize(t,e){let n=[];for(var o in t){if(!Object.prototype.hasOwnProperty.call(t,o))continue;let r=e?`${e}[${o}]`:o,a=t[o];typeof a=="object"?n.push(this.serialize(a,r)):n.push(encodeURIComponent(r)+"="+encodeURIComponent(a))}return n.join("&")}static appendParams(t,e){if(Object.keys(e).length===0)return t;let n=t.match(/\?/)?"&":"?";return`${t}${n}${this.serialize(e)}`}},RE=t=>{let e="",n=new Uint8Array(t),o=n.byteLength;for(let r=0;r<o;r++)e+=String.fromCharCode(n[r]);return btoa(e)},ua=class{constructor(t,e){e&&e.length===2&&e[1].startsWith(Yp)&&(this.authToken=atob(e[1].slice(Yp.length))),this.endPoint=null,this.token=null,this.skipHeartbeat=!0,this.reqs=new Set,this.awaitingBatchAck=!1,this.currentBatch=null,this.currentBatchTimer=null,this.batchBuffer=[],this.onopen=function(){},this.onerror=function(){},this.onmessage=function(){},this.onclose=function(){},this.pollEndpoint=this.normalizeEndpoint(t),this.readyState=Fn.connecting,setTimeout(()=>this.poll(),0)}normalizeEndpoint(t){return t.replace("ws://","http://").replace("wss://","https://").replace(new RegExp("(.*)/"+Up.websocket),"$1/"+Up.longpoll)}endpointURL(){return ih.appendParams(this.pollEndpoint,{token:this.token})}closeAndRetry(t,e,n){this.close(t,e,n),this.readyState=Fn.connecting}ontimeout(){this.onerror("timeout"),this.closeAndRetry(1005,"timeout",!1)}isActive(){return this.readyState===Fn.open||this.readyState===Fn.connecting}poll(){const t={Accept:"application/json"};this.authToken&&(t["X-Phoenix-AuthToken"]=this.authToken),this.ajax("GET",t,null,()=>this.ontimeout(),e=>{if(e){var{status:n,token:o,messages:r}=e;if(n===410&&this.token!==null){this.onerror(410),this.closeAndRetry(3410,"session_gone",!1);return}this.token=o}else n=0;switch(n){case 200:r.forEach(a=>{setTimeout(()=>this.onmessage({data:a}),0)}),this.poll();break;case 204:this.poll();break;case 410:this.readyState=Fn.open,this.onopen({}),this.poll();break;

144case 403:this.onerror(403),this.close(1008,"forbidden",!1);break;case 0:case 500:this.onerror(500),this.closeAndRetry(1011,"internal server error",500);break;default:throw new Error(`unhandled poll status ${n}`)}})}send(t){typeof t!="string"&&(t=RE(t)),this.currentBatch?this.currentBatch.push(t):this.awaitingBatchAck?this.batchBuffer.push(t):(this.currentBatch=[t],this.currentBatchTimer=setTimeout(()=>{this.batchSend(this.currentBatch),this.currentBatch=null},0))}batchSend(t){this.awaitingBatchAck=!0,this.ajax("POST",{"Content-Type":"application/x-ndjson"},t.join(`
145`),()=>this.onerror("timeout"),e=>{this.awaitingBatchAck=!1,!e||e.status!==200?(this.onerror(e&&e.status),this.closeAndRetry(1011,"internal server error",!1)):this.batchBuffer.length>0&&(this.batchSend(this.batchBuffer),this.batchBuffer=[])})}close(t,e,n){for(let r of this.reqs)r.abort();this.readyState=Fn.closed;let o=Object.assign({code:1e3,reason:void 0,wasClean:!0},{code:t,reason:e,wasClean:n});this.batchBuffer=[],clearTimeout(this.currentBatchTimer),this.currentBatchTimer=null,typeof CloseEvent<"u"?this.onclose(new CloseEvent("close",o)):this.onclose(o)}ajax(t,e,n,o,r){let a,s=()=>{this.reqs.delete(a),o()};a=ih.request(t,this.endpointURL(),e,n,this.timeout,s,i=>{this.reqs.delete(a),this.isActive()&&r(i)}),this.reqs.add(a)}},NE=class ni{constructor(e,n={}){let o=n.events||{state:"presence_state",diff:"presence_diff"};this.state={},this.pendingDiffs=[],this.channel=e,this.joinRef=null,this.caller={onJoin:function(){},onLeave:function(){},onSync:function(){}},this.channel.on(o.state,r=>{let{onJoin:a,onLeave:s,onSync:i}=this.caller;this.joinRef=this.channel.joinRef(),this.state=ni.syncState(this.state,r,a,s),this.pendingDiffs.forEach(l=>{this.state=ni.syncDiff(this.state,l,a,s)}),this.pendingDiffs=[],i()}),this.channel.on(o.diff,r=>{let{onJoin:a,onLeave:s,onSync:i}=this.caller;this.inPendingSyncState()?this.pendingDiffs.push(r):(this.state=ni.syncDiff(this.state,r,a,s),i())})}onJoin(e){this.caller.onJoin=e}onLeave(e){this.caller.onLeave=e}onSync(e){this.caller.onSync=e}list(e){return ni.list(this.state,e)}inPendingSyncState(){return!this.joinRef||this.joinRef!==this.channel.joinRef()}static syncState(e,n,o,r){let a=this.clone(e),s={},i={};return this.map(a,(l,c)=>{n[l]||(i[l]=c)}),this.map(n,(l,c)=>{let u=a[l];if(u){let d=c.metas.map(y=>y.phx_ref),g=u.metas.map(y=>y.phx_ref),p=c.metas.filter(y=>g.indexOf(y.phx_ref)<0),v=u.metas.filter(y=>d.indexOf(y.phx_ref)<0);p.length>0&&(s[l]=c,s[l].metas=p),v.length>0&&(i[l]=this.clone(u),i[l].metas=v)}else s[l]=c}),this.syncDiff(a,{joins:s,leaves:i},o,r)}static syncDiff(e,n,o,r){let{joins:a,leaves:s}=this.clone(n);return o||(o=function(){}),r||(r=function(){}),this.map(a,(i,l)=>{let c=e[i];if(e[i]=this.clone(l),c){let u=e[i].metas.map(g=>g.phx_ref),d=c.metas.filter(g=>u.indexOf(g.phx_ref)<0);e[i].metas.unshift(...d)}o(i,c,l)}),this.map(s,(i,l)=>{let c=e[i];if(!c)return;let u=l.metas.map(d=>d.phx_ref);c.metas=c.metas.filter(d=>u.indexOf(d.phx_ref)<0),r(i,c,l),c.metas.length===0&&delete e[i]}),e}static list(e,n){return n||(n=function(o,r){return r}),this.map(e,(o,r)=>n(o,r))}static map(e,n){return Object.getOwnPropertyNames(e).map(o=>n(o,e[o]))}static clone(e){return JSON.parse(JSON.stringify(e))}},Zl={HEADER_LENGTH:1,META_LENGTH:4,KINDS:{push:0,reply:1,broadcast:2},encode(t,e){if(t.payload.constructor===ArrayBuffer)return e(this.binaryEncode(t));{let n=[t.join_ref,t.ref,t.topic,t.event,t.payload];return e(JSON.stringify(n))}},decode(t,e){if(t.constructor===ArrayBuffer)return e(this.binaryDecode(t));{let[n,o,r,a,s]=JSON.parse(t);return e({join_ref:n,ref:o,topic:r,event:a,payload:s})}},binaryEncode(t){let{join_ref:e,ref:n,event:o,topic:r,payload:a}=t,s=this.META_LENGTH+e.length+n.length+r.length+o.length,i=new ArrayBuffer(this.HEADER_LENGTH+s),l=new DataView(i),c=0;l.setUint8(c++,this.KINDS.push),l.setUint8(c++,e.length),l.setUint8(c++,n.length),l.setUint8(c++,r.length),l.setUint8(c++,o.length),Array.from(e,d=>l.setUint8(c++,d.charCodeAt(0))),Array.from(n,d=>l.setUint8(c++,d.charCodeAt(0))),Array.from(r,d=>l.setUint8(c++,d.charCodeAt(0))),Array.from(o,d=>l.setUint8(c++,d.charCodeAt(0)));var u=new Uint8Array(i.byteLength+a.byteLength);return u.set(new Uint8Array(i),0),u.set(new Uint8Array(a),i.byteLength),u.buffer},binaryDecode(t){let e=new DataView(t),n=e.getUint8(0),o=new TextDecoder;switch(n){case this.KINDS.push:return this.decodePush(t,e,o);case this.KINDS.reply:return this.decodeReply(t,e,o);case this.KINDS.broadcast:return this.decodeBroadcast(t,e,o)}},decodePush(t,e,n){let o=e.getUint8(1),r=e.getUint8(2),a=e.getUint8(3),s=this.HEADER_LENGTH+this.META_LENGTH-1,i=n.decode(t.slice(s,s+o));s=s+o;let l=n.decode(t.slice(s,s+r));s=s+r;let c=n.decode(t.slice(s,s+a));s=s+a;let u=t.slice(s,t.byteLength);return{join_ref:i,ref:null,topic:l,event:c,payload:u}},decodeReply(t,e,n){let o=e.getUint8(1),r=e.getUint8(2),a=e.getUint8(3),s=e.getUint8(4),i=this.HEADER_LENGTH+this.META_LENGTH,l=n.decode(t.slice(i,i+o));i=i+o;let c=n.decode(t.slice(i,i+r));i=i+r;let u=n.decode(t.slice(i,i+a));i=i+a;let d=n.decode(t.slice(i,i+s));i=i+s;let g=t.slice(i,t.byteLength),p={status:d,response:g};return{join_ref:l,ref:c,topic:u,event:io.reply,payload:p}},decodeBroadcast(t,e,n){let o=e.getUint8(1),r=e.getUint8(2),a=this.HEADER_LENGTH+2,s=n.decode(t.slice(a,a+o));a=a+o;let i=n.decode(t.slice(a,a+r));a=a+r;let l=t.slice(a,t.byteLength);return{join_ref:null,ref:null,topic:s,event:i,payload:l}}},LE=class{constructor(t,e={}){this.stateChangeCallbacks={open:[],close:[],error:[],message:[]},this.channels=[],this.sendBuffer=[],this.ref=0,this.fallbackRef=null,this.timeout=e.timeout||jE,this.transport=e.transport||Ln.WebSocket||ua,this.conn=void 0,this.primaryPassedHealthCheck=!1,this.longPollFallbackMs=e.longPollFallbackMs,this.fallbackTimer=null;let n=null;try{n=Ln&&Ln.sessionStorage}catch{}this.sessionStore=e.sessionStorage||n,this.establishedConnections=0,this.defaultEncoder=Zl.encode.bind(Zl),this.defaultDecoder=Zl.decode.bind(Zl),this.closeWasClean=!0,this.disconnecting=!1,this.binaryType=e.binaryType||"arraybuffer",this.connectClock=1,this.pageHidden=!1,this.encode=void 0,this.decode=void 0,this.transport!==ua?(this.encode=e.encode||this.defaultEncoder,this.decode=e.decode||this.defaultDecoder):(this.encode=this.defaultEncoder,this.decode=this.defaultDecoder);let o=null;ba&&ba.addEventListener&&(ba.addEventListener("pagehide",r=>{this.conn&&(this.disconnect(),o=this.connectClock)}),ba.addEventListener("pageshow",r=>{o===this.connectClock&&(o=null,this.connect())}),ba.addEventListener("visibilitychange",()=>{document.visibilityState==="hidden"?this.pageHidden=!0:(this.pageHidden=!1,!this.isConnected()&&!this.closeWasClean&&this.teardown(()=>this.connect()))})),this.heartbeatIntervalMs=e.heartbeatIntervalMs||3e4,this.autoSendHeartbeat=e.autoSendHeartbeat??!0,this.heartbeatCallback=e.heartbeatCallback??(()=>{}),this.rejoinAfterMs=r=>e.rejoinAfterMs?e.rejoinAfterMs(r):[1e3,2e3,5e3][r-1]||1e4,this.reconnectAfterMs=r=>e.reconnectAfterMs?e.reconnectAfterMs(r):[10,50,100,150,200,250,500,1e3,2e3][r-1]||5e3,this.logger=e.logger||null,!this.logger&&e.debug&&(this.logger=(r,a,s)=>{console.log(`${r}: ${a}`,s)}),this.longpollerTimeout=e.longpollerTimeout||2e4,this.params=bi(e.params||{}),this.endPoint=`${t}/${Up.websocket}`,this.vsn=e.vsn||PE,this.heartbeatTimeoutTimer=null,this.heartbeatTimer=null,this.heartbeatSentAt=null,this.pendingHeartbeatRef=null,this.reconnectTimer=new G1(()=>

145{if(this.pageHidden){this.log("Not reconnecting as page is hidden!"),this.teardown();return}this.teardown(async()=>{e.beforeReconnect&&await e.beforeReconnect(),this.connect()})},this.reconnectAfterMs),this.authToken=e.authToken}getLongPollTransport(){return ua}replaceTransport(t){this.connectClock++,this.closeWasClean=!0,clearTimeout(this.fallbackTimer),this.reconnectTimer.reset(),this.conn&&(this.conn.close(),this.conn=null),this.transport=t}protocol(){return location.protocol.match(/^https/)?"wss":"ws"}endPointURL(){let t=ih.appendParams(ih.appendParams(this.endPoint,this.params()),{vsn:this.vsn});return t.charAt(0)!=="/"?t:t.charAt(1)==="/"?`${this.protocol()}:${t}`:`${this.protocol()}://${location.host}${t}`}disconnect(t,e,n){this.connectClock++,this.disconnecting=!0,this.closeWasClean=!0,clearTimeout(this.fallbackTimer),this.reconnectTimer.reset(),this.teardown(()=>{this.disconnecting=!1,t&&t()},e,n)}connect(t){t&&(console&&console.log("passing params to connect is deprecated. Instead pass :params to the Socket constructor"),this.params=bi(t)),!(this.conn&&!this.disconnecting)&&(this.longPollFallbackMs&&this.transport!==ua?this.connectWithF

145allback(ua,this.longPollFallbackMs):this.transportConnect())}log(t,e,n){this.logger&&this.logger(t,e,n)}hasLogger(){return this.logger!==null}onOpen(t){let e=this.makeRef();return this.stateChangeCallbacks.open.push([e,t]),e}onClose(t){let e=this.makeRef();return this.stateChangeCallbacks.close.push([e,t]),e}onError(t){let e=this.makeRef();return this.stateChangeCallbacks.error.push([e,t]),e}onMessage(t){let e=this.makeRef();return this.stateChangeCallbacks.message.push([e,t]),e}onHeartbeat(t){this.heartbeatCallback=t}ping(t){if(!this.isConnected())return!1;let e=this.makeRef(),n=Date.now();this.push({topic:"phoenix",event:"heartbeat",payload:{},ref:e});let o=this.onMessage(r=>{r.ref===e&&(this.off([o]),t(Date.now()-n))});return!0}transportName(t){switch(t){case ua:return"LongPoll";default:return t.name}}transportConnect(){this.connectClock++,this.closeWasClean=!1;let t;this.authToken&&(t=["phoenix",`${Yp}${btoa(this.authToken).replace(/=/g,"")}`]),this.conn=new this.transport(this.endPointURL(),t),this.conn.binaryType=this.binaryType,this.conn.timeout=this.longpollerTimeout,this.conn.onopen=()=>this.onConnOpen(),this.conn.onerror=e=>this.onConnError(e),this.conn.onmessage=e=>this.onConnMessage(e),this.conn.onclose=e=>this.onConnClose(e)}getSession(t){return this.sessionStore&&this.sessionStore.getItem(t)}storeSession(t,e){this.sessionStore&&this.sessionStore.setItem(t,e)}connectWithFallback(t,e=2500){clearTimeout(this.fallbackTimer);let n=!1,o=!0,r,a,s=this.transportName(t),i=l=>{this.log("transport",`falling back to ${s}...`,l),this.off([r,a]),o=!1,this.replaceTransport(t),this.transportConnect()};if(this.getSession(`phx:fallback:${s}`))return i("memorized");this.fallbackTimer=setTimeout(i,e),a=this.onError(l=>{this.log("transport","error",l),o&&!n&&(clearTimeout(this.fallbackTimer),i(l))}),this.fallbackRef&&this.off([this.fallbackRef]),this.fallbackRef=this.onOpen(()=>{if(n=!0,!o){let l=this.transportName(t);return this.primaryPassedHealthCheck||this.storeSession(`phx:fallback:${l}`,"true"),this.log("transport",`established ${l} fallback`)}clearTimeout(this.fallbackTimer),this.fallbackTimer=setTimeout(i,e),this.ping(l=>{this.log("transport","connected to primary after",l),this.primaryPassedHealthCheck=!0,clearTimeout(this.fallbackTimer)})}),this.transportConnect()}clearHeartbeats(){clearTimeout(this.heartbeatTimer),clearTimeout(this.heartbeatTimeoutTimer)}onConnOpen(){this.hasLogger()&&this.log("transport",`connected to ${this.endPointURL()}`),this.closeWasClean=!1,this.disconnecting=!1,this.establishedConnections++,this.flushSendBuffer(),this.reconnectTimer.reset(),this.autoSendHeartbeat&&this.resetHeartbeat(),this.triggerStateCallbacks("open")}heartbeatTimeout(){if(this.pendingHeartbeatRef){this.pendingHeartbeatRef=null,this.heartbeatSentAt=null,this.hasLogger()&&this.log("transport","heartbeat timeout. Attempting to re-establish connection");try{this.heartbeatCallback("timeout")}catch(t){this.log("error","error in heartbeat callback",t)}this.triggerChanError(new Error("heartbeat timeout")),this.closeWasClean=!1,this.teardown(()=>this.reconnectTimer.scheduleTimeout(),BE,"heartbeat timeout")}}resetHeartbeat(){this.conn&&this.conn.skipHeartbeat||(this.pendingHeartbeatRef=null,this.clearHeartbeats(),this.heartbeatTimer=setTimeout(()=>this.sendHeartbeat(),this.heartbeatIntervalMs))}teardown(t,e,n){if(!this.conn)return t&&t();const o=this.conn;this.waitForBufferDone(o,()=>{e?o.close(e,n||""):o.close(),this.waitForSocketClosed(o,()=>{this.conn===o&&(this.conn.onopen=function(){},this.conn.onerror=function(){},this.conn.onmessage=function(){},this.conn.onclose=function(){},this.conn=null),t&&t()})})}waitForBufferDone(t,e,n=1){if(n===5||!t.bufferedAmount){e();return}setTimeout(()=>{this.waitForBufferDone(t,e,n+1)},150*n)}waitForSocketClosed(t,e,n=1){if(n===5||t.readyState===Fn.closed){e();return}setTimeout(()=>{this.waitForSocketClosed(t,e,n+1)},150*n)}onConnClose(t){this.conn&&(this.conn.onclose=()=>{}),this.hasLogger()&&this.log("transport","close",t),this.triggerChanError(t),this.clearHeartbeats(),this.closeWasClean||this.reconnectTimer.scheduleTimeout(),this.triggerStateCallbacks("close",t)}onConnError(t){this.hasLogger()&&this.log("transport","error",t);let e=this.transport,n=this.establishedConnections;this.triggerStateCallbacks("error",t,e,n),(e===this.transport||n>0)&&this.triggerChanError(t)}

145triggerChanError(t){this.channels.forEach(e=>{e.isErrored()||e.isLeaving()||e.isClosed()||e.trigger(io.error,t)})}connectionState(){switch(this.conn&&this.conn.readyState){case Fn.connecting:return"connecting";case Fn.open:return"open";case Fn.closing:return"closing";default:return"closed"}}isConnected(){return this.connectionState()==="open"}remove(t){this.off(t.stateChangeRefs),this.channels=this.channels.filter(e=>e!==t)}off(t){for(let e in this.stateChangeCallbacks)this.stateChangeCallbacks[e]=this.stateChangeCallbacks[e].filter(([n])=>t.indexOf(n)===-1)}channel(t,e={}){let n=new ME(t,e,this);return this.channels.push(n),n}push(t){if(this.hasLogger()){let{topic:e,event:n,payload:o,ref:r,join_ref:a}=t;this.log("push",`${e} ${n} (${a}, ${r})`,o)}this.isConnected()?this.encode(t,e=>this.conn.send(e)):this.sendBuffer.push(()=>this.encode(t,e=>this.conn.send(e)))}makeRef(){let t=this.ref+1;return t===this.ref?this.ref=0:this.ref=t,this.ref.toString()}sendHeartbeat(){if(!this.isConnected()){try{this.heartbeatCallback("disconnected")}catch(t){this.log("error","error in heartbeat callback",t)}return}if(this.pendingHeartbeatRef){this.heartbeatTimeout();return}this.pendingHeartbeatRef=this.makeRef(),this.heartbeatSentAt=Date.now(),this.push({topic:"phoenix",event:"heartbeat",payload:{},ref:this.pendingHeartbeatRef});try{this.heartbeatCallback("sent")}catch(t){this.log("error","error in heartbeat callback",t)}this.heartbeatTimeoutTimer=setTimeout(()=>this.heartbeatTimeout(),this.heartbeatIntervalMs)}flushSendBuffer(){this.isConnected()&&this.sendBuffer.length>0&&(this.sendBuffer.forEach(t=>t()),this.sendBuffer=[])}onConnMessage(t){this.decode(t.data,e=>{let{topic:n,event:o,payload:r,ref:a,join_ref:s}=e;if(a&&a===this.pendingHeartbeatRef){const i=this.heartbeatSentAt?Date.now()-this.heartbeatSentAt:void 0;this.clearHeartbeats();try{this.heartbeatCallback(r.status==="ok"?"ok":"error",i)}catch(l){this.log("error","error in heartbeat callback",l)}this.pendingHeartbeatRef=null,this.heartbeatSentAt=null,this.autoSendHeartbeat&&(this.heartbeatTimer=setTimeout(()=>this.sendHeartbeat(),this.heartbeatIntervalMs))}this.hasLogger()&&this.log("receive",`${r.status||""} ${n} ${o} ${a&&"("+a+")"||""}`.trim(),r);for(let i=0;i<this.channels.length;i++){const l=this.channels[i];l.isMember(n,o,r,s)&&l.trigger(o,r,a,s)}this.triggerStateCallbacks("message",e)})}triggerStateCallbacks(t,...e){try{this.stateChangeCallbacks[t].forEach(([n,o])=>{try{o(...e)}catch(r){this.log("error",`error in ${t} callback`,r)}})}catch(n){this.log("error",`error triggering ${t} callbacks`,n)}}leaveOpenTopic(t){let e=this.channels.find(n=>n.topic===t&&(n.isJoined()||n.isJoining()));e&&(this.hasLogger()&&this.log("transport",`leaving duplicate topic "${t}"`),e.leave())}};class vi{constructor(e,n){const o=WE(n);this.presence=new NE(e.getChannel(),o),this.presence.onJoin((r,a,s)=>{const i=vi.onJoinPayload(r,a,s);e.getChannel().trigger("presence",i)}),this.presence.onLeave((r,a,s)=>{const i=vi.onLeavePayload(r,a,s);e.getChannel().trigger("presence",i)}),this.presence.onSync(()=>{e.getChannel().trigger("presence",{event:"sync"})})}get state(){return vi.transformState(this.presence.state)}static transformState(e){return e=DE(e),Object.getOwnPropertyNames(e).reduce((n,o)=>{const r=e[o];return n[o]=_c(r),n},{})}static onJoinPayload(e,n,o){const r=vw(n),a=_c(o);return{event:"join",key:e,currentPresences:r,newPresences:a}}static onLeavePayload(e,n,o){const r=vw(n),a=_c(o);return{event:"leave",key:e,currentPresences:r,leftPresences:a}}}function _c(t){return t.metas.map(e=>(e.presence_ref=e.phx_ref,delete e.phx_ref,delete e.phx_ref_prev,e))}function DE(t){return JSON.parse(JSON.stringify(t))}function WE(t){return(t==null?void 0:t.events)&&{events:t.events}}function vw(t){return t!=null&&t.metas?_c(t):[]}var kw;(function(t){t.SYNC="sync",t.JOIN="join",t.LEAVE="leave"})(kw||(kw={}));class qE{get state(){return this.presenceAdapter.state}constructor(e,n){this.channel=e,this.presenceAdapter=new vi(this.channel.channelAdapter,n)}}function FE(t){if(t instanceof Error)return t;if(typeof t=="string")return new Error(t);if(t&&typeof t=="object"){const e=t;

145if(typeof e.code=="number"){const n=typeof e.reason=="string"&&e.reason?` (${e.reason})`:"";return new Error(`socket closed: ${e.code}${n}`,{cause:t})}return new Error("channel error: transport failure",{cause:t})}return new Error("channel error: connection lost")}class HE{constructor(e,n,o){const r=zE(o);this.channel=e.getSocket().channel(n,r),this.socket=e}get state(){return this.channel.state}set state(e){this.channel.state=e}get joinedOnce(){return this.channel.joinedOnce}get joinPush(){return this.channel.joinPush}get rejoinTimer(){return this.channel.rejoinTimer}on(e,n){return this.channel.on(e,n)}off(e,n){this.channel.off(e,n)}subscribe(e){return this.channel.join(e)}unsubscribe(e){return this.channel.leave(e)}teardown(){this.channel.teardown()}onClose(e){this.channel.onClose(e)}onError(e){return this.channel.onError(e)}push(e,n,o){let r;try{r=this.channel.push(e,n,o)}catch{throw new Error(`tried to push '${e}' to '${this.channel.topic}' before joining. Use channel.subscribe() before pushing events`)}if(this.channel.pushBuffer.length>kE){const a=this.channel.pushBuffer.shift();a.cancelTimeout(),this.socket.log("channel",`discarded push due to buffer overflow: ${a.event}`,a.payload())}return r}updateJoinPayload(e){const n=this.channel.joinPush.payload();this.channel.joinPush.payload=()=>Object.assign(Object.assign({},n),e)}canPush(){return this.socket.isConnected()&&this.state===Fo.joined}isJoined(){return this.state===Fo.joined}isJoining(){return this.state===Fo.joining}isClosed(){return this.state===Fo.closed}isLeaving(){return this.state===Fo.leaving}updateFilterBindings(e){this.channel.filterBindings=e}updatePayloadTransform(e){this.channel.onMessage=e}getChannel(){return this.channel}}function zE(t){return{config:Object.assign({broadcast:{ack:!1,self:!1},presence:{key:"",enabled:!1},private:!1},t.config)}}const $E=/[,()"\\]/,UE=t=>$E.test(t)||t!==t.trim(),YE=t=>`"${t.replace(/\\/g,"\\\\").replace(/"/g,'\\"')}"`,xw=t=>{const e=t===null?"null":String(t);return UE(e)?YE(e):e},VE=t=>t===null?"null":String(t),GE=(t,e)=>{if(t==="in"){const n=Array.isArray(e)?e:[e];if(n.length===0)throw new Error("Realtime `in` filter requires at least one value.");return`in.(${Array.from(new Set(n)).map(r=>xw(r)).join(",")})`}return t==="is"?`is.${VE(e)}`:`${t}.${xw(e)}`};class KE{constructor(){this.filters=[]}add(e,n,o,r=!1){const a=r?"not.":"";return this.filters.push(`${e}=${a}${GE(n,o)}`),this}eq(e,n){return this.add(e,"eq",n)}neq(e,n){return this.add(e,"neq",n)}gt(e,n){return this.add(e,"gt",n)}gte(e,n){return this.add(e,"gte",n)}lt(e,n){return this.add(e,"lt",n)}lte(e,n){return this.add(e,"lte",n)}in(e,n){return this.add(e,"in",n)}like(e,n){return this.add(e,"like",n)}ilike(e,n){return this.add(e,"ilike",n)}match(e,n){return this.add(e,"match",n)}imatch(e,n){return this.add(e,"imatch",n)}is(e,n){return this.add(e,"is",n)}isDistinct(e,n){return this.add(e,"isdistinct",n)}not(e,n,o){return this.add(e,n,o,!0)}build(){return this.filters.join(",")}toString(){return this.build()}}var Sw;(function(t){t.ALL="*",t.INSERT="INSERT",t.UPDATE="UPDATE",t.DELETE="DELETE"})(Sw||(Sw={}));var Da;(function(t){t.BROADCAST="broadcast",t.PRESENCE="presence",t.POSTGRES_CHANGES="postgres_changes",t.SYSTEM="system"})(Da||(Da={}));var lo;(function(t){t.SUBSCRIBED="SUBSCRIBED",t.TIMED_OUT="TIMED_OUT",t.CLOSED="CLOSED",t.CHANNEL_ERROR="CHANNEL_ERROR"})(lo||(lo={}));class ki{get state(){return this.channelAdapter.state}set state(e){this.channelAdapter.state=e}get joinedOnce(){return this.channelAdapter.joinedOnce}get timeout(){return this.socket.timeout}get joinPush(){return this.channelAdapter.joinPush}get rejoinTimer(){return this.channelAdapter.rejoinTimer}constructor(e,n={config:{}},o){var r,a;if(this.topic=e,this.params=n,this.socket=o,this.bindings={},this.subTopic=e.replace(/^realtime:/i,""),this.params.config=Object.assign({broadcast:{ack:!1,self:!1},presence:{key:"",enabled:!1},private:!1},n.config),this.channelAdapter=new HE(this.socket.socketAdapter,e,this.params),this.presence=new qE(this),this._onClose(()=>{this.socket._remove(this)}),this._updateFilterTransform(),this.broadcastEndpointURL=V1(this.socket.socketAdapter.endPointURL()),this.private=this.params.config.private||!1,!this.private&&(!((a=(r=this.params.config)===null||r===void 0?void 0:r.broadcast)===null||a===void 0)&&a.replay))throw new Error(`tried to use replay on public channel '${this.topic}'. It must be a private channel.`)}subscribe(e,n=this.timeout){var o,r,a;

145if(this.socket.isConnected()||this.socket.connect(),this.channelAdapter.isClosed()){const{config:{broadcast:s,presence:i,private:l}}=this.params,c=(r=(o=this.bindings.postgres_changes)===null||o===void 0?void 0:o.map(p=>p.filter))!==null&&r!==void 0?r:[],u=!!this.bindings[Da.PRESENCE]&&this.bindings[Da.PRESENCE].length>0||((a=this.params.config.presence)===null||a===void 0?void 0:a.enabled)===!0,d={},g={broadcast:s,presence:Object.assign(Object.assign({},i),{enabled:u}),postgres_changes:c,private:l};this.socket.accessTokenValue&&(d.access_token=this.socket.accessTokenValue),this._onError(p=>{e==null||e(lo.CHANNEL_ERROR,FE(p))}),this._onClose(()=>e==null?void 0:e(lo.CLOSED)),this.updateJoinPayload(Object.assign({config:g},d)),this._updateFilterMessage(),this.channelAdapter.subscribe(n).receive("ok",async({postgres_changes:p})=>{if(this.socket._isManualToken()||this.socket.setAuth(),p===void 0){e==null||e(lo.SUBSCRIBED);return}this._updatePostgresBindings(p,e)}).receive("error",p=>{this.state=Fo.errored;const v=Object.values(p).join(", ")||"error";e==null||e(lo.CHANNEL_ERROR,new Error(v,{cause:p}))}).receive("timeout",()=>{e==null||e(lo.TIMED_OUT)})}return this}_updatePostgresBindings(e,n){var o;const r=this.bindings.postgres_changes,a=(o=r==null?void 0:r.length)!==null&&o!==void 0?o:0,s=[];for(let i=0;i<a;i++){const l=r[i],{filter:{event:c,schema:u,table:d,filter:g}}=l,p=e&&e[i];if(p&&p.event===c&&ki.isFilterValueEqual(p.schema,u)&&ki.isFilterValueEqual(p.table,d)&&ki.isFilterValueEqual(p.filter,g))s.push(Object.assign(Object.assign({},l),{id:p.id}));else{this.unsubscribe(),this.state=Fo.errored,n==null||n(lo.CHANNEL_ERROR,new Error("mismatch between server and client bindings for postgres changes"));return}}this.bindings.postgres_changes=s,this.state!=Fo.errored&&n&&n(lo.SUBSCRIBED)}presenceState(){return this.presence.state}async track(e,n={}){return await this.send({type:"presence",event:"track",payload:e},n.timeout||this.timeout)}async untrack(e={}){return await this.send({type:"presence",event:"untrack"},e)}on(e,n,o){const r=this.channelAdapter.isJoined()||this.channelAdapter.isJoining(),a=e===Da.PRESENCE||e===Da.POSTGRES_CHANGES;if(r&&a)throw this.socket.log("channel",`cannot add \`${e}\` callbacks for ${this.topic} after \`subscribe()\`.`),new Error(`cannot add \`${e}\` callbacks for ${this.topic} after \`subscribe()\`.`);return this._on(e,n,o)}async httpSend(e,n,o={}){var r;if(n==null)return Promise.reject(new Error("Payload is required for httpSend()"));const a=n instanceof ArrayBuffer||ArrayBuffer.isView(n),s={apikey:this.socket.apiKey?this.socket.apiKey:"","Content-Type":a?"application/octet-stream":"application/json"};this.socket.accessTokenValue&&(s.Authorization=`Bearer ${this.socket.accessTokenValue}`);const i=new URL(this.broadcastEndpointURL);i.pathname+=`/${encodeURIComponent(this.subTopic)}/events/${encodeURIComponent(e)}`,this.private&&i.searchParams.set("private","true");const l={method:"POST",headers:s,body:a?n:JSON.stringify(n)},c=await this._fetchWithTimeout(i.toString(),l,(r=o.timeout)!==null&&r!==void 0?r:this.timeout);if(c.status===202)return{success:!0};if(c.status===404)return Promise.reject(new Error("httpSend() requires Realtime server v2.97.0 or newer; the endpoint returned 404. Update your Supabase CLI to a recent version, or upgrade the Realtime server in your self-hosted setup. See https://github.com/supabase/supabase-js/blob/master/packages/core/realtime-js/migrations/httpsend-server-version.md"));let u=c.statusText;try{const d=await c.json();u=d.error||d.message||u}catch{}return Promise.reject(new Error(u))}async send(e,n={}){var o,r;if(!this.channelAdapter.canPush()&&e.type==="broadcast"){console.warn("Realtime send() is automatically falling back to REST API. This behavior will be deprecated 

145in the future. Please use httpSend() explicitly for REST delivery.");const{event:a,payload:s}=e,i={apikey:this.socket.apiKey?this.socket.apiKey:"","Content-Type":"application/json"};this.socket.accessTokenValue&&(i.Authorization=`Bearer ${this.socket.accessTokenValue}`);const l={method:"POST",headers:i,body:JSON.stringify({messages:[{topic:this.subTopic,event:a,payload:s,private:this.private}]})};try{const c=await this._fetchWithTimeout(this.broadcastEndpointURL,l,(o=n.timeout)!==null&&o!==void 0?o:this.timeout);return await((r=c.body)===null||r===void 0?void 0:r.cancel()),c.ok?"ok":"error"}catch(c){return c instanceof Error&&c.name==="AbortError"?"timed out":"error"}}else return new Promise(a=>{var s,i,l;const c=this.channelAdapter.push(e.type,e,n.timeout||this.timeout);e.type==="broadcast"&&!(!((l=(i=(s=this.params)===null||s===void 0?void 0:s.config)===null||i===void 0?void 0:i.broadcast)===null||l===void 0)&&l.ack)&&a("ok"),c.receive("ok",()=>a("ok")),c.receive("error",()=>a("error")),c.receive("timeout",()=>a("timed out"))})}updateJoinPayload(e){this.channelAdapter.updateJoinPayload(e)}async unsubscribe(e=this.timeout){return new Promise(n=>{this.channelAdapter.unsubscribe(e).receive("ok",()=>n("ok")).receive("timeout",()=>n("timed out")).receive("error",()=>n("error"))})}teardown(){this.channelAdapter.teardown()}async _fetchWithTimeout(e,n,o){const r=new AbortController,a=setTimeout(()=>r.abort(),o),s=await this.socket.fetch(e,Object.assign(Object.assign({},n),{signal:r.signal}));return clearTimeout(a),s}_on(e,n,o){const r=e.toLocaleLowerCase(),a=n==null?void 0:n.filter;(a instanceof KE||typeof a=="object"&&a!==null&&typeof a.build=="function")&&(n=Object.assign(Object.assign({},n),{filter:a.build()}));const s=this.channelAdapter.on(e,o),i={type:r,filter:n,callback:o,ref:s};return this.bindings[r]?this.bindings[r].push(i):this.bindings[r]=[i],this._updateFilterMessage(),this}_onClose(e){this.channelAdapter.onClose(e)}_onError(e){this.channelAdapter.onError(e)}_updateFilterMessage(){this.channelAdapter.updateFilterBindings((e,n,o)=>{var r,a,s,i,l,c,u;const d=e.event.toLocaleLowerCase();if(this._notThisChannelEvent(d,o))return!1;const g=(r=this.bindings[d])===null||r===void 0?void 0:r.find(p=>p.ref===e.ref);if(!g)return!0;if(["broadcast","presence","postgres_changes"].includes(d))if("id"in g){const p=g.id,v=(a=g.filter)===null||a===void 0?void 0:a.event;return p&&((s=n.ids)===null||s===void 0?void 0:s.includes(p))&&(v==="*"||(v==null?void 0:v.toLocaleLowerCase())===((i=n.data)===null||i===void 0?void 0:i.type.toLocaleLowerCase()))}else{const p=(c=(l=g==null?void 0:g.filter)===null||l===void 0?void 0:l.event)===null||c===void 0?void 0:c.toLocaleLowerCase();return p==="*"||p===((u=n==null?void 0:n.event)===null||u===void 0?void 0:u.toLocaleLowerCase())}else return g.type.toLocaleLowerCase()===d})}_notThisChannelEvent(e,n){const{close:o,error:r,leave:a,join:s}=U1;return n&&[o,r,a,s].includes(e)&&n!==this.joinPush.ref}_updateFilterTransform(){this.channelAdapter.updatePayloadTransform((e,n,o)=>{if(typeof n=="object"&&"ids"in n){const r=n.data,{schema:a,table:s,commit_timestamp:i,type:l,errors:c}=r;return Object.assign(Object.assign({},{schema:a,table:s,commit_timestamp:i,eventType:l,new:{},old:{},errors:c}),this._getPayloadRecords(r))}return n})}copyBindings(e){if(this.joinedOnce)throw new Error("cannot copy bindings into joined channel");for(const n in e.bindings)for(const o of e.bindings[n])this._on(o.type,o.filter,o.callback)}static isFilterValueEqual(e,n){return(e??void 0)===(n??void 0)}_getPayloadRecords(e){const n={new:{},old:{}};return(e.type==="INSERT"||e.type==="UPDATE")&&(n.new=bw(e.columns,e.record)),(e.type==="UPDATE"||e.type==="DELETE")&&(n.old=bw(e.columns,e.old_record)),n}}class JE{constructor(e,n){this.socket=new LE(e,n)}get timeout(){return this.socket.timeout}get endPoint(){return this.socket.endPoint}get transport(){return this.socket.transport}get heartbeatIntervalMs(){return this.socket.heartbeatIntervalMs}get heartbeatCallback(){return this.socket.heartbeatCallback}set heartbeatCallback(e){this.socket.heartbeatCallback=e}get heartbeatTimer(){return this.socket.heartbeatTimer}get pendingHeartbeatRef(){return this.socket.pendingHeartbeatRef}get reconnectTimer(){return this.socket.reconnectTimer}get vsn(){return this.socket.vsn}get encode(){return this.socket.encode}get decode(){return this.socket.decode}get reconnectAfterMs(){return this.socket.reconnectAfterMs}get sendBuffer(){return this.socket.sendBuffer}get stateChangeCallbacks(){return this.socket.stateChangeCallbacks}connect(){this.socket.connect()}disconnect(e,n,o,r=1e4){return new Promise(a=>{setTimeout(()=>a("timeout"),r),this.socket.disconnect(()=>{e(),a("ok")},n,o)})}push(e){this.socket.push(e)}log(e,n,o){this.socket.log(e,n,o)}makeRef(){return this.socket.makeRef()}onOpen(e){this.socket.onOpen(e)}onClose(e){this.socket.onClose(e)}onError(e){this.socket.onError(e)}onMessage(e){this.socket.onMessage(e)}isConnected(){return this.socket.isConnected()}isConnecting(){return this.socket.connectionState()==zp.connecting}isDisconnecting(){return this.socket.connectionState()==zp.closing}connectionState(){return this.socket.connectionState()}endPointURL(){return this.socket.endPointURL()}sendHeartbeat(){this.socket.sendHeartbeat()}getSocket(){return this.socket}}const Tw={HEARTBEAT_INTERVAL:25e3,RECONNECT_DELAY:10,HEARTBEAT_TIMEOUT_FALLBACK:100},QE=[1e3,2e3,5e3,1e4],ZE=1e4;function XE(){const t=new Map;return{get length(){return t.size},clear(){t.clear()},getItem(e){return t.has(e)?t.get(e):null},key(e){var n;return(n=Array.from(t.keys())[e])!==null&&n!==void 0?n:null},removeItem(e){t.delete(e)},setItem(e,n){t.set(e,String(n))}}}function eI(){try{if(typeof globalThis<"u"&&globalThis.sessionStorage)return globalThis.sessionStorage}catch{}return XE()}const tI=`
146  addEventListener("message", (e) => {
147    if (e.data.event === "start") {
148      setInterval(() => postMessage({ event: "keepAlive" }), e.data.interval);
149    }
150  });`;class nI{get endPoint(){return this.socketAdapter.endPoint}get timeout(){return this.socketAdapter.timeout}get transport(){return this.socketAdapter.transport}get heartbeatCallback(){return this.socketAdapter.heartbeatCallback}get heartbeatIntervalMs(){return this.socketAdapter.heartbeatIntervalMs}get heartbeatTimer(){return this.worker?this._workerHeartbeatTimer:this.socketAdapter.heartbeatTimer}get pendingHeartbeatRef(){return this.worker?this._pendingWorkerHeartbeatRef:this.socketAdapter.pendingHeartbeatRef}get reconnectTimer(){return this.socketAdapter.reconnectTimer}get vsn(){return this.socketAdapter.vsn}get encode(){return this.socketAdapter.encode}get decode(){return this.socketAdapter.decode}get reconnectAfterMs(){return this.socketAdapter.reconnectAfterMs}get sendBuffer(){return this.socketAdapter.sendBuffer}get stateChangeCallbacks(){return this.socketAdapter.stateChangeCallbacks}constructor(e,n){var o;if(this.channels=new Array,this.accessTokenValue=null,this.accessToken=null,this.apiKey=null,this.httpEndpoint="",this.headers={},this.params={}

150,this.ref=0,this.serializer=new xE,this._manuallySetToken=!1,this._authPromise=null,this._workerHeartbeatTimer=void 0,this._pendingWorkerHeartbeatRef=null,this._pendingDisconnectTimer=null,this._disconnectOnEmptyChannelsAfterMs=0,this._resolveFetch=a=>a?(...s)=>a(...s):(...s)=>fetch(...s),!(!((o=n==null?void 0:n.params)===null||o===void 0)&&o.apikey))throw new Error("API key is required to connect to Realtime");this.apiKey=n.params.apikey;const r=this._initializeOptions(n);this.socketAdapter=new JE(e,r),this.httpEndpoint=V1(e),this.fetch=this._resolveFetch(n==null?void 0:n.fetch)}connect(){if(!(this.isConnecting()||this.isDisconnecting()||this.isConnected())){this.accessToken&&!this._authPromise&&this._setAuthSafely("connect"),this._setupConnectionHandlers();try{this.socketAdapter.connect()}catch(e){const n=e.message;throw new Error(`WebSocket not available: ${n}`)}this._handleNodeJsRaceCondition()}}endpointURL(){return this.socketAdapter.endPointURL()}async disconnect(e,n){return this._cancelPendingDisconnect(),this.isDisconnecting()?"ok":await this.socketAdapter.disconnect(()=>{clearInterval(this._workerHeartbeatTimer),this._terminateWorker()},e,n)}getChannels(){return this.channels}async removeChannel(e){const n=await e.unsubscribe();return n==="ok"&&e.teardown(),n}async removeAllChannels(){const e=this.channels.map(async o=>{const r=await o.unsubscribe();return o.teardown(),r}),n=await Promise.all(e);return await this.disconnect(),n}log(e,n,o){this.socketAdapter.log(e,n,o)}connectionState(){return this.socketAdapter.connectionState()||zp.closed}isConnected(){return this.socketAdapter.isConnected()}isConnecting(){return this.socketAdapter.isConnecting()}isDisconnecting(){return this.socketAdapter.isDisconnecting()}channel(e,n={config:{}}){const o=`realtime:${e}`,r=this.getChannels().find(a=>a.topic===o);if(r)return r;{const a=new ki(`realtime:${e}`,n,this);return this._cancelPendingDisconnect(),this.channels.push(a),a}}push(e){this.socketAdapter.push(e)}async setAuth(e=null){this._authPromise=this._performAuth(e);try{await this._authPromise}finally{this._authPromise=null}}_isManualToken(){return this._manuallySetToken}async sendHeartbeat(){this.socketAdapter.sendHeartbeat()}onHeartbeat(e){this.socketAdapter.heartbeatCallback=this._wrapHeartbeatCallback(e)}_makeRef(){return this.socketAdapter.makeRef()}_remove(e){this.channels=this.channels.filter(n=>n.topic!==e.topic),this.channels.length===0&&(this.log("transport","no channels remaining, scheduling disconnect"),this._schedulePendingDisconnect())}_schedulePendingDisconnect(){if(this._cancelPendingDisconnect(),this._disconnectOnEmptyChannelsAfterMs===0){this.log("transport","disconnecting immediately - no channels"),this.disconnect();return}

150this._pendingDisconnectTimer=setTimeout(()=>{this._pendingDisconnectTimer=null,this.channels.length===0&&(this.log("transport","deferred disconnect fired - no channels, disconnecting"),this.disconnect())},this._disconnectOnEmptyChannelsAfterMs),this.log("transport",`deferred disconnect scheduled in ${this._disconnectOnEmptyChannelsAfterMs}ms`)}_cancelPendingDisconnect(){this._pendingDisconnectTimer!==null&&(this.log("transport","pending disconnect cancelled - channel activity detected"),clearTimeout(this._pendingDisconnectTimer),this._pendingDisconnectTimer=null)}async _performAuth(e=null){let n,o=!1;if(e)n=e,o=!0;else if(this.accessToken)try{n=await this.accessToken()}catch(r){this.log("error","Error fetching access token from callback",r),n=this.accessTokenValue}else n=this.accessTokenValue;o?this._manuallySetToken=!0:this.accessToken&&(this._manuallySetToken=!1),this.accessTokenValue!=n&&(this.accessTokenValue=n,this.channels.forEach(r=>{const a={access_token:n,version:yE};n&&r.updateJoinPayload(a),r.joinedOnce&&r.channelAdapter.isJoined()&&r.channelAdapter.push(U1.access_token,{access_token:n})}))}async _waitForAuthIfNeeded(){this._authPromise&&await this._authPromise}_setAuthSafely(e="general"){this._isManualToken()||this.setAuth().catch(n=>{this.log("error",`Error setting auth in ${e}`,n)})}_setupConnectionHandlers(){this.socketAdapter.onOpen(()=>{(this._authPromise||(this.accessToken&&!this.accessTokenValue?this.setAuth():Promise.resolve())).catch(n=>{this.log("error","error waiting for auth on connect",n)}),this.worker&&!this.workerRef&&this._startWorkerHeartbeat()}),this.socketAdapter.onClose(()=>{this.worker&&this.workerRef&&this._terminateWorker()}),this.socketAdapter.onMessage(e=>{e.ref&&e.ref===this._pendingWorkerHeartbeatRef&&(this._pendingWorkerHeartbeatRef=null)})}_handleNodeJsRaceCondition(){this.socketAdapter.isConnected()&&this.socketAdapter.getSocket().onConnOpen()}_wrapHeartbeatCallback(e){return(n,o)=>{n=="sent"&&this._setAuthSafely(),e&&e(n,o)}}_startWorkerHeartbeat(){this.workerUrl?this.log("worker",`starting worker for from ${this.workerUrl}`):this.log("worker","starting default worker");const e=this._workerObjectUrl(this.workerUrl);this.workerRef=new Worker(e),this.workerRef.onerror=n=>{this.log("worker","worker error",n.message),this._terminateWorker(),this.disconnect()},this.workerRef.onmessage=n=>{n.data.event==="keepAlive"&&this.sendHeartbeat()},this.workerRef.postMessage({event:"start",interval:this.heartbeatIntervalMs})}_terminateWorker(){this.workerRef&&(this.log("worker","terminating worker"),this.workerRef.terminate(),this.workerRef=void 0)}_workerObjectUrl(e){let n;if(e)n=e;else{const o=new Blob([tI],{type:"application/javascript"});n=URL.createObjectURL(o)}return n}_initializeOptions(e){var n,o,r,a,s,i,l,c,u,d,g,p;this.worker=(n=e==null?void 0:e.worker)!==null&&n!==void 0?n:!1,this.accessToken=(o=e==null?void 0:e.accessToken)!==null&&o!==void 0?o:null;const v={};v.timeout=(r=e==null?void 0:e.timeout)!==null&&r!==void 0?r:vE,v.heartbeatIntervalMs=(a=e==null?void 0:e.heartbeatIntervalMs)!==null&&a!==void 0?a:Tw.HEARTBEAT_INTERVAL,this._disconnectOnEmptyChannelsAfterMs=(s=e==null?void 0:e.disconnectOnEmptyChannelsAfterMs)!==null&&s!==void 0?s:2*((i=e==null?void 0:e.heartbeatIntervalMs)!==null&&i!==void 0?i:Tw.HEARTBEAT_INTERVAL),v.transport=(l=e==null?void 0:e.transport)!==null&&l!==void 0?l:mE.getWebSocketConstructor(),v.params=e==null?void 0:e.params,v.logger=e==null?void 0:e.logger,v.heartbeatCallback=this._wrapHeartbeatCallback(e==null?void 0:e.heartbeatCallback),v.sessionStorage=(c=e==null?void 0:e.sessionStorage)!==null&&c!==void 0?c:eI(),v.reconnectAfterMs=(u=e==null?void 0:e.reconnectAfterMs)!==null&&u!==void 0?u:m=>QE[m-1]||ZE;let y,k;const w=(d=e==null?void 0:e.vsn)!==null&&d!==void 0?d:bE;switch(w){case wE:y=(m,b)=>

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150ity",e.quality.toString()),t}};const SI="2.110.0",yl={"X-Client-Info":`storage-js/${SI}`};var TI=class extends js{constructor(t,e={},n,o){const r=new URL(t);o!=null&&o.useNewHostname&&/supabase\.(co|in|red)$/.test(r.hostname)&&!r.hostname.includes("storage.supabase.")&&(r.hostname=r.hostname.replace("supabase.","storage.supabase."));const a=r.href.replace(/\/$/,""),s=le(le({},yl),e);super(a,s,n,"storage")}async listBuckets(t){var e=this;return e.handleOperation(async()=>{const n=e.listBucketOptionsToQueryString(t);return await Ki(e.fetch,`${e.url}/bucket${n}`,{headers:e.headers})})}async getBucket(t){var e=this;return e.handleOperation(async()=>await Ki(e.fetch,`${e.url}/bucket/${t}`,{headers:e.headers}))}async createBucket(t,e={public:!1}){var n=this;return n.handleOperation(async()=>await wn(n.fetch,`${n.url}/bucket`,{id:t,name:t,type:e.type,public:e.public,file_size_limit:e.fileSizeLimit,allowed_mime_types:e.allowedMimeTypes},{headers:n.headers}))}async updateBucket(t,e){var n=this;return n.handleOperation(async()=>await Kp(n.fetch,`${n.url}/bucket/${t}`,{id:t,name:t,public:e.public,file_size_limit:e.fileSizeLimit,allowed_mime_types:e.allowedMimeTypes},{headers:n.headers}))}async emptyBucket(t){var e=this;return e.handleOperation(async()=>await wn(e.fetch,`${e.url}/bucket/${t}/empty`,{},{headers:e.headers}))}async deleteBucket(t){var e=this;return e.handleOperation(async()=>await Ji(e.fetch,`${e.url}/bucket/${t}`,{},{headers:e.headers}))}async purgeBucketCache(t,e,n){var o=this;return o.handleOperation(async()=>{const r=new URLSearchParams;e!=null&&e.transformations&&r.set("transformations","true");const a=r.toString();return await Ji(o.fetch,`${o.url}/cdn/${t}${a?`?${a}`:""}`,{},{headers:o.headers},n)})}listBucketOptionsToQueryString(t){const e={};return t&&("limit"in t&&(e.limit=String(t.limit)),"offset"in t&&(e.offset=String(t.offset)),t.search&&(e.search=t.search),t.sortColumn&&(e.sortColumn=t.sortColumn),t.sortOrder&&(e.sortOrder=t.sortOrder)),Object.keys(e).length>0?"?"+new URLSearchParams(e).toString():""}},AI=class extends js{constructor(t,e={},n){const o=t.replace(/\/$/,""),r=le(le({},yl),e);super(o,r,n,"storage")}async createBucket(t){var e=this;return e.handleOperation(async()=>await wn(e.fetch,`${e.url}/bucket`,{name:t},{headers:e.headers}))}async listBuckets(t){var e=this;return e.handleOperation(async()=>{const n=new URLSearchParams;(t==null?void 0:t.limit)!==void 0&&n.set("limit",t.limit.toString()),(t==null?void 0:t.offset)!==void 0&&n.set("offset",t.offset.toString()),t!=null&&t.sortColumn&&n.set("sortColumn",t.sortColumn),t!=null&&t.sortOrder&&n.set("sortOrder",t.sortOrder),t!=null&&t.search&&n.set("search",t.search);const o=n.toString(),r=o?`${e.url}/bucket?${o}`:`${e.url}/bucket`;return await Ki(e.fetch,r,{headers:e.headers})})}async deleteBucket(t){var e=this;return e.handleOperation(async()=>await Ji(e.fetch,`${e.url}/bucket/${t}`,{},{headers:e.headers}))}from(t){var e=this;if(!mI(t))throw new ru("Invalid bucket name: File, folder, and bucket names must follow AWS object key naming guidelines and should avoid the use of any other characters.");const n=new lI({baseUrl:this.url,catalogName:t,auth:{type:"custom",getHeaders:async()=>e.headers},fetch:this.fetch}),o=this.shouldThrowOnError;return new Proxy(n,{get(r,a){const s=r[a];return typeof s!="function"?s:async(...i)=>{try{return{data:await s.apply(r,i),error:null}}catch(l){if(o)throw l;return{data:null,error:l}}}}})}},_I=class extends js{constructor(t,e={},n){const o=t.replace(/\/$/,""),r=le(le({},yl),{},{"Content-Type":"application/json"},e);super(o,r,n,"vectors")}async createIndex(t){var e=this;return e.handleOperation(async()=>await Dt.post(e.fetch,`${e.url}/CreateIndex`,t,{headers:e.headers})||{})}async getIndex(t,e){var n=this;return n.handleOperation(async()=>await Dt.post(n.fetch,`${n.url}/GetIndex`,{vectorBucketName:t,indexName:e},{headers:n.headers}))}async listIndexes(t){var e=this;return e.handleOperation(async()=>await Dt.post(e.fetch,`${e.url}/ListIndexes`,t,{headers:e.headers}))}async deleteIndex(t,e){var n=this;return n.handleOperation(async()=>await Dt.post(n.fetch,`${n.url}/DeleteIndex`,{vectorBucketName:t,indexName:e},{headers:n.headers})||{})}},CI=class extends js{constructor(t,e={},n){const o=t.replace(/\/$/,""),r=le(le({},yl),{},{"Content-Type":"application/json"},e);super(o,r,n,"vectors")}async putVectors(t){var e=this;if(t.vectors.length<1||t.vectors.length>500)throw new Error("Vector batch size must be between 1 and 500 items");return e.handleOperation(async()=>await Dt.post(e.fetch,`${e.url}/PutVectors`,t,{headers:e.headers})||{})}async getVectors(t){var e=this;return e.handleOperation(async()=>await Dt.post(e.fetch,`${e.url}/GetVectors`,t,{headers:e.headers}))}async listVectors(t){var e=this;if(t.segmentCount!==void 0){if(t.segmentCount<1||t.segmentCount>16)throw new Error("segmentCount must be between 1 and 16");

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151\r=`.split(""),$I=(()=>{const t=new Array(128);for(let e=0;e<t.length;e+=1)t[e]=-1;for(let e=0;e<Bw.length;e+=1)t[Bw[e].charCodeAt(0)]=-2;for(let e=0;e<hh.length;e+=1)t[hh[e].charCodeAt(0)]=e;return t})();function Ow(t,e,n){if(t!==null)for(e.queue=e.queue<<8|t,e.queuedBits+=8;e.queuedBits>=6;){const o=e.queue>>e.queuedBits-6&63;n(hh[o]),e.queuedBits-=6}else if(e.queuedBits>0)for(e.queue=e.queue<<6-e.queuedBits,e.queuedBits=6;e.queuedBits>=6;){const o=e.queue>>e.queuedBits-6&63;n(hh[o]),e.queuedBits-=6}}function t2(t,e,n){const o=$I[t];if(o>-1)for(e.queue=e.queue<<6|o,e.queuedBits+=6;e.queuedBits>=8;)n(e.queue>>e.queuedBits-8&255),e.queuedBits-=8;else{if(o===-2)return;throw new Error(`Invalid Base64-URL character "${String.fromCharCode(t)}"`)}}function Mw(t){const e=[],n=s=>{e.push(String.fromCodePoint(s))},o={utf8seq:0,codepoint:0},r={queue:0,queuedBits:0},a=s=>{VI(s,o,n)};for(let s=0;s<t.length;s+=1)t2(t.charCodeAt(s),r,a);return e.join("")}function UI(t,e){if(t<=127){e(t);return}else if(t<=2047){e(192|t>>6),e(128|t&63);return}else if(t<=65535){e(224|t>>12),e(128|t>>6&63),e(128|t&63);return}else if(t<=1114111){e(240|t>>18),e(128|t>>12&63),e(128|t>>6&63),e(128|t&63);return}throw new Error(`Unrecognized Unicode codepoint: ${t.toString(16)}`)}function YI(t,e){for(let n=0;n<t.length;n+=1){let o=t.charCodeAt(n);if(o>55295&&o<=56319){const r=(o-55296)*1024&65535;o=(t.charCodeAt(n+1)-56320&65535|r)+65536,n+=1}UI(o,e)}}function VI(t,e,n){if(e.utf8seq===0){if(t<=127){n(t);return}for(let o=1;o<6;o+=1)if(!(t>>7-o&1)){e.utf8seq=o;break}if(e.utf8seq===2)e.codepoint=t&31;else if(e.utf8seq===3)e.codepoint=t&15;else if(e.utf8seq===4)e.codepoint=t&7;else throw new Error("Invalid UTF-8 sequence");e.utf8seq-=1}else if(e.utf8seq>0){if(t<=127)throw new Error("Invalid UTF-8 sequence");e.codepoint=e.codepoint<<6|t&63,e.utf8seq-=1,e.utf8seq===0&&n(e.codepoint)}}function Ka(t){const e=[],n={queue:0,queuedBits:0},o=r=>{e.push(r)};for(let r=0;r<t.length;r+=1)t2(t.charCodeAt(r),n,o);return new Uint8Array(e)}function GI(t){const e=[];return YI(t,n=>e.push(n)),new Uint8Array(e)}function Br(t){const e=[],n={queue:0,queuedBits:0},o=r=>{e.push(r)};return t.forEach(r=>Ow(r,n,o)),Ow(null,n,o),e.join("")}function KI(t){return Math.round(Date.now()/1e3)+t}function JI(){return Symbol("auth-callback")}const pt=()=>typeof window<"u"&&typeof document<"u",Tr={tested:!1,writable:!1},n2=()=>{if(!pt())return!1;try{if(typeof globalThis.localStorage!="object")return!1}catch{return!1}if(Tr.tested)return Tr.writable;const t=`lswt-${Math.random()}${Math.random()}`;try{globalThis.localStorage.setItem(t,t),globalThis.localStorage.removeItem(t),Tr.tested=!0,Tr.writable=!0}catch{Tr.tested=!0,Tr.writable=!1}return Tr.writable};function QI(t){const e={},n=new URL(t);if(n.hash&&n.hash[0]==="#")try{new URLSearchParams(n.hash.substring(1)).forEac

151h((r,a)=>{e[a]=r})}catch{}return n.searchParams.forEach((o,r)=>{e[r]=o}),e}const o2=t=>t?(...e)=>t(...e):(...e)=>fetch(...e),ZI=t=>typeof t=="object"&&t!==null&&"status"in t&&"ok"in t&&"json"in t&&typeof t.json=="function",va=async(t,e,n)=>{await t.setItem(e,JSON.stringify(n))},pn=async(t,e)=>{const n=await t.getItem(e);if(!n)return null;try{return JSON.parse(n)}catch{return null}},Ve=async(t,e)=>{await t.removeItem(e)};class su{constructor(){this.promise=new su.promiseConstructor((e,n)=>{this.resolve=e,this.reject=n})}}su.promiseConstructor=Promise;function oc(t){const e=t.split(".");if(e.length!==3)throw new ch("Invalid JWT structure");for(let o=0;o<e.length;o++)if(!LI.test(e[o]))throw new ch("JWT not in base64url format");return{header:JSON.parse(Mw(e[0])),payload:JSON.parse(Mw(e[1])),signature:Ka(e[2]),raw:{header:e[0],payload:e[1]}}}async function XI(t){return await new Promise(e=>{setTimeout(()=>e(null),t)})}function e8(t,e){return new Promise((o,r)=>{(async()=>{for(let a=0;a<1/0;a++)try{const s=await t(a);if(!e(a,null,s)){o(s);return}}catch(s){if(!e(a,s)){r(s);return}}})()})}function t8(t){return("0"+t.toString(16)).substr(-2)}function n8(){const e=new Uint32Array(56);if(typeof crypto>"u"){const n="ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz0123456789-._~",o=n.length;let r="";for(let a=0;a<56;a++)r+=n.charAt(Math.floor(Math.random()*o));return r}return crypto.getRandomValues(e),Array.from(e,t8).join("")}async function o8(t){const n=new TextEncoder().encode(t),o=await crypto.subtle.digest("SHA-256",n),r=new Uint8Array(o);return Array.from(r).map(a=>String.fromCharCode(a)).join("")}async function r8(t){if(!(typeof crypto<"u"&&typeof crypto.subtle<"u"&&typeof TextEncoder<"u"))return console.warn("WebCrypto API is not supported. Code challenge method will default to use plain instead of sha256."),t;const n=await o8(t);return btoa(n).replace(/\+/g,"-").replace(/\//g,"_").replace(/=+$/,"")}async function Ar(t,e,n=!1){const o=n8();let r=o;n&&(r+="/recovery"),await va(t,`${e}-code-verifier`,r);const a=await r8(o);return[a,o===a?"plain":"s256"]}const a8=/^2[0-9]{3}-(0[1-9]|1[0-2])-(0[1-9]|1[0-9]|2[0-9]|3[0-1])$/i;function s8(t){const e=t.headers.get(Jp);if(!e||!e.match(a8))return null;try{return new Date(`${e}T00:00:00.0Z`)}catch{return null}}function i8(t){if(!t)throw new Error("Missing exp claim");const e=Math.floor(Date.now()/1e3);if(t<=e)throw new Error("JWT has expired")}function l8(t){switch(t){case"RS256":return{name:"RSASSA-PKCS1-v1_5",hash:{name:"SHA-256"}};case"ES256":return{name:"ECDSA",namedCurve:"P-256",hash:{name:"SHA-256"}};default:throw new Error("Invalid alg claim")}}const c8=/^[0-9a-f]{8}-[0-9a-f]{4}-[0-9a-f]{4}-[0-9a-f]{4}-[0-9a-f]{12}$/;function ro(t){if(!c8.test(t))throw new Error("@supabase/auth-js: Expected parameter to be UUID but is not")}function gn(t){if(!t.passkey)throw new Error("@supabase/auth-js: the passkey API is experimental and disabled by default. Enable it by passing `auth: { experimental: { passkey: true } }` to createClient (or to the GoTrueClient constructor).")}function ld(){const t={};return new Proxy(t,{get:(e,n)=>{if(n==="__isUserNotAvailableProxy")return!0;if(typeof n=="symbol"){const o=n.toString();if(o==="Symbol(Symbol.toPrimitive)"||o==="Symbol(Symbol.toStringTag)"||o==="Symbol(util.inspect.custom)")return}throw new Error(`@supabase/auth-js: client was created with userStorage option and there was no user stored in the user storage. Accessing the "${n}" property of the session object is not supported. Please use getUser() instead.`)},set:(e,n)=>{throw new Error(`@supabase/auth-js: client was created with userStorage option and there was no user stored in the user storage. Setting the "${n}" property of the session object is not supported. Please use getUser() to fetch a user object you can manipulate.`)},deleteProperty:(e,n)=>{throw new Error(`@supabase/auth-js: client was created with userStorage option and there was no user stored in the user storage. Deleting the "${n}" property of the session object is not supported. Please use getUser() to fetch a user object you can manipulate.`)}})}function h8(t,e){return new Proxy(t,{get:(n,o,r)=>{if(o==="__isInsecureUserWarningProxy")return!0;

151if(typeof o=="symbol"){const a=o.toString();if(a==="Symbol(Symbol.toPrimitive)"||a==="Symbol(Symbol.toStringTag)"||a==="Symbol(util.inspect.custom)"||a==="Symbol(nodejs.util.inspect.custom)")return Reflect.get(n,o,r)}return!e.value&&typeof o=="string"&&(console.warn("Using the user object as returned from supabase.auth.getSession() or from some supabase.auth.onAuthStateChange() events could be insecure! This value comes directly from the storage medium (usually cookies on the server) and may not be authentic. 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151async signOut(e,n=cd[0]){if(cd.indexOf(n)<0)throw new Error(`@supabase/auth-js: Parameter scope must be one of ${cd.join(", ")}`);try{return await X(this.fetch,"POST",`${this.url}/logout?scope=${n}`,{headers:this.headers,jwt:e,noResolveJson:!0}),{data:null,error:null}}catch(o){if(G(o))return{data:null,error:o};throw o}}async inviteUserByEmail(e,n={}){try{return await X(this.fetch,"POST",`${this.url}/invite`,{body:{email:e,data:n.data},headers:this.headers,redirectTo:n.redirectTo,xform:Ho})}catch(o){if(G(o))return{data:{user:null},error:o};throw o}}async generateLink(e){try{const{options:n}=e,o=Ps(e,["options"]),r=Object.assign(Object.assign({},o),n);return"newEmail"in o&&(r.new_email=o==null?void 0:o.newEmail,delete r.newEmail),await X(this.fetch,"POST",`${this.url}/admin/generate_link`,{body:r,headers:this.headers,xform:m8,redirectTo:n==null?void 0:n.redirectTo})}catch(n){if(G(n))return{data:{properties:null,user:null},error:n};throw n}}async createUser(e){try{return await X(this.fetch,"POST",`${this.url}/admin/users`,{body:e,headers:this.headers,xform:Ho})}catch(n){if(G(n))return{data:{user:null},error:n};throw n}}async listUsers(e){var n,o,r,a,s,i,l;try{const c={nextPage:null,lastPage:0,total:0},u=await X(this.fetch,"GET",`${this.url}/admin/users`,{headers:this.headers,noResolveJson:!0,query:{page:(o=(n=e==null?void 0:e.page)===null||n===void 0?void 0:n.toString())!==null&&o!==void 0?o:"",per_page:(a=(r=e==null?void 0:e.perPage)===null||r===void 0?void 0:r.toString())!==null&&a!==void 0?a:""},xform:Dw});if(u.error)throw u.error;const d=await u.json(),g=(s=u.headers.get("x-total-count"))!==null&&s!==void 0?s:0,p=(l=(i=u.headers.get("link"))===null||i===void 0?void 0:i.split(","))!==null&&l!==void 0?l:[];return p.length>0&&(p.forEach(v=>{const y=parseInt(v.split(";")[0].split("=")[1].substring(0,1)),k=JSON.parse(v.split(";")[1].split("=")[1]);c[`${k}Page`]=y}),c.total=parseInt(g)),{data:Object.assign(Object.assign({},d),c),error:null}}catch(c){if(G(c))return{data:{users:[]},error:c};throw c}}async getUserById(e){ro(e);try{return await X(this.fetch,"GET",`${this.url}/admin/users/${e}`,{headers:this.headers,xform:Ho})}catch(n){if(G(n))return{data:{user:null},error:n};throw n}}async updateUserById(e,n){ro(e);try{return await X(this.fetch,"PUT",`${this.url}/admin/users/${e}`,{body:n,headers:this.headers,xform:Ho})}catch(o){if(G(o))return{data:{user:null},error:o};throw o}}async deleteUser(e,n=!1){ro(e);try{return await X(this.fetch,"DELETE",`${this.url}/admin/users/${e}`,{headers:this.headers,body:{should_soft_delete:n},xform:Ho})}catch(o){if(G(o))return{data:{user:null},error:o};throw o}}async _listFactors(e){ro(e.userId);try{const{data:n,error:o}=await X(this.fetch,"GET",`${this.url}/admin/users/${e.userId}/factors`,{headers:this.headers,xform:r=>({data:{factors:r},error:null})});return{data:n,error:o}}catch(n){if(G(n))return{data:null,error:n};throw n}}async _deleteFactor(e){ro(e.userId),ro(e.id);try{return{data:await X(this.fetch,"DELETE",`${this.url}/admin/users/${e.userId}/factors/${e.id}`,{headers:this.headers}),error:null}}catch(n){if(G(n))return{data:null,error:n};throw n}}async _listOAuthClients(e){var n,o,r,a,s,i,l;try{const c={nextPage:null,lastPage:0,total:0},u=await X(this.fetch,"GET",`${this.url}/admin/oauth/clients`,{headers:this.headers,noResolveJson:!0,query:{page:(o=(n=e==null?void 0:e.page)===null||n===void 0?void 0:n.toString())!==null&&o!==void 0?o:"",per_page:(a=(r=e==null?void 0:e.perPage)===null||r===void 0?void 0:r.toString())!==null&&a!==void 0?a:""},xform:Dw});if(u.error)throw u.error;const d=await u.json(),g=(s=u.headers.get("x-total-count"))!==null&&s!==void 0?s:0,p=(l=(i=u.headers.get("link"))===null||i===void 0?void 0:i.split(","))!==null&&l!==void 0?l:[];return p.length>0&&(p.forEach(v=>{const y=parseInt(v.split(";")[0].split("=")[1].substring(0,1)),k=JSON.parse(v.split(";")[1].split("=")[1]);c[`${k}Page`]=y}),c.total=parseInt(g)),{data:Object.assign(Object.assign({},d),c),error:null}}catch(c){if(G(c))return{data:{clients:[]},error:c};throw c}}async _createOAuthClient(e){try{return await X(this.fetch,"POST",`${this.url}/admin/oauth/clients`,{body:e,headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(G(n))return{data:null,error:n};throw n}}async _getOAuthClient(e){try{return await X(this.fetch,"GET",`${this.url}/admin/oauth/clients/${e}`,{headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(G(n))return{data:null,error:n};throw n}}async _updateOAuthClient(e,n){try{return await X(this.fetch,"PUT",`${this.url}/admin/oauth/clients/${e}`,{body:n,headers:this.headers,xform:o=>({data:o,error:null})})}catch(o){if(G(o))return{data:null,error:o};throw o}}async _deleteOAuthClient(e){try{return await X(this.fetch,"DELET

151E",`${this.url}/admin/oauth/clients/${e}`,{headers:this.headers,noResolveJson:!0}),{data:null,error:null}}catch(n){if(G(n))return{data:null,error:n};throw n}}async _regenerateOAuthClientSecret(e){try{return await X(this.fetch,"POST",`${this.url}/admin/oauth/clients/${e}/regenerate_secret`,{headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(G(n))return{data:null,error:n};throw n}}async _listCustomProviders(e){try{const n={};return e!=null&&e.type&&(n.type=e.type),await X(this.fetch,"GET",`${this.url}/admin/custom-providers`,{headers:this.headers,query:n,xform:o=>{var r;return{data:{providers:(r=o==null?void 0:o.providers)!==null&&r!==void 0?r:[]},error:null}}})}catch(n){if(G(n))return{data:{providers:[]},error:n};throw n}}async _createCustomProvider(e){try{return await X(this.fetch,"POST",`${this.url}/admin/custom-providers`,{body:e,headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(G(n))return{data:null,error:n};throw n}}async _getCustomProvider(e){try{return await X(this.fetch,"GET",`${this.url}/admin/custom-providers/${e}`,{headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(G(n))return{data:null,error:n};throw n}}async _updateCustomProvider(e,n){try{return await X(this.fetch,"PUT",`${this.url}/admin/custom-providers/${e}`,{body:n,headers:this.headers,xform:o=>({data:o,error:null})})}catch(o){if(G(o))return{data:null,error:o};throw o}}async _deleteCustomProvider(e){try{return await X(this.fetch,"DELETE",`${this.url}/admin/custom-providers/${e}`,{headers:this.headers,noResolveJson:!0}),{data:null,error:null}}catch(n){if(G(n))return{data:null,error:n};throw n}}async _adminListPasskeys(e){gn(this.experimental),ro(e.userId);try{return await X(this.fetch,"GET",`${this.url}/admin/users/${e.userId}/passkeys`,{headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(G(n))return{data:null,error:n};throw n}}async _adminDeletePasskey(e){gn(this.experimental),ro(e.userId),ro(e.passkeyId);try{return await X(this.fetch,"DELETE",`${this.url}/admin/users/${e.userId}/passkeys/${e.passkeyId}`,{headers:this.headers,noResolveJson:!0}),{data:null,error:null}}catch(n){if(G(n))return{data:null,error:n};throw n}}}function Ww(t={}){return{getItem:e=>t[e]||null,setItem:(e,n)=>{t[e]=n},removeItem:e=>{delete t[e]}}}globalThis&&n2()&&globalThis.localStorage&&globalThis.localStorage.getItem("supabase.gotrue-js.locks.debug");class w8 extends Error{constructor(e){super(e),this.isAcquireTimeout=!0}}function b8(){if(typeof globalThis!="object")try{Object.defineProperty(Object.prototype,"__magic__",{get:function(){return this},configurable:!0}),__magic__.globalThis=__magic__,delete Object.prototype.__magic__}catch{typeof self<"u"&&(self.globalThis=self)}}function r2(t){if(!/^0x[a-fA-F0-9]{40}$/.test(t))throw new Error(`@supabase/auth-js: Address "${t}" is invalid.`);return t.toLowerCase()}function v8(t){return parseInt(t,16)}function k8(t){const e=new TextEncoder().encode(t);return"0x"+Array.from(e,o=>o.toString(16).padStart(2,"0")).join("")}function x8(t){var e;const{chainId:n,domain:o,expirationTime:r,issuedAt:a=new Date,nonce:s,notBefore:i,requestId:l,resources:c,scheme:u,uri:d,version:g}=t;{if(!Number.isInteger(n))throw new Error(`@supabase/auth-js: Invalid SIWE message field "chainId". Chain ID must be a EIP-155 chain ID. Provided value: ${n}`);if(!o)throw new Error('@supabase/auth-js: Invalid SIWE message field "domain". Domain must be provided.');if(s&&s.length<8)throw new Error(`@supabase/auth-js: Invalid SIWE message field "nonce". Nonce must be at least 8 characters. Provided value: ${s}`);if(!d)throw new Error('@supabase/auth-js: Invalid SIWE message field "uri". URI must be provided.');if(g!=="1")throw new Error(`@supabase/auth-js: Invalid SIWE message field "version". Version must be '1'. Provided value: ${g}`);if(!((e=t.statement)===null||e===void 0)&&e.includes(`
152`))throw new Error(`@supabase/auth-js: Invalid SIWE message field "statement". Statement must not include '\\n'. Provided value: ${t.statement}`)}const p=r2(t.address),v=u?`${u}://${o}`:o,y=t.statement?`${t.statement}
153`:"",k=`${v} wants you to sign in with your Ethereum account:
154${p}
155
156${y}`;let w=`URI: ${d}
157Version: ${g}
158Chain ID: ${n}${s?`
159Nonce: ${s}`:""}
160Issued At: ${a.toISOString()}`;if(r&&(w+=`
161Expiration Time: ${r.toISOString()}`),i&&(w+=`
162Not Before: ${i.toISOString()}`),l&&(w+=`
163Request ID: ${l}`),c){let m=`
164Resources:`;for(const b of c){if(!b||typeof b!="string")throw new Error(`@supabase/auth-js: Invalid SIWE message field "resources". Every resource must be a valid string. Provided value: ${b}`);m+=`
165- ${b}`}w+=m}return`${k}
166${w}`}

166class Je extends Error{constructor({message:e,code:n,cause:o,name:r}){var a;super(e,{cause:o}),this.__isWebAuthnError=!0,this.name=(a=r??(o instanceof Error?o.name:void 0))!==null&&a!==void 0?a:"Unknown Error",this.code=n}toJSON(){return{name:this.name,message:this.message,code:this.code}}}class uh extends Je{constructor(e,n){super({code:"ERROR_PASSTHROUGH_SEE_CAUSE_PROPERTY",cause:n,message:e}),this.name="WebAuthnUnknownError",this.originalError=n}}function S8({error:t,options:e}){var n,o,r;const{publicKey:a}=e;if(!a)throw Error("options was missing required publicKey property");if(t.name==="AbortError"){if(e.signal instanceof AbortSignal)return new Je({message:"Registration ceremony was sent an abort signal",code:"ERROR_CEREMONY_ABORTED",cause:t})}else if(t.name==="ConstraintError"){if(((n=a.authenticatorSelection)===null||n===void 0?void 0:n.requireResidentKey)===!0)return new Je({message:"Discoverable credentials were required but no available authenticator supported it",code:"ERROR_AUTHENTICATOR_MISSING_DISCOVERABLE_CREDENTIAL_SUPPORT",cause:t});if(e.mediation==="conditional"&&((o=a.authenticatorSelection)===null||o===void 0?void 0:o.userVerification)==="required")return new Je({message:"User verification was required during automatic registration but it could not be performed",code:"ERROR_AUTO_REGISTER_USER_VERIFICATION_FAILURE",cause:t});if(((r=a.authenticatorSelection)===null||r===void 0?void 0:r.userVerification)==="required")return new Je({message:"User verification was required but no available authenticator supported it",code:"ERROR_AUTHENTICATOR_MISSING_USER_VERIFICATION_SUPPORT",cause:t})}else{if(t.name==="InvalidStateError")return new Je({message:"The authenticator was previously registered",code:"ERROR_AUTHENTICATOR_PREVIOUSLY_REGISTERED",cause:t});if(t.name==="NotAllowedError")return new Je({message:t.message,code:"ERROR_PASSTHROUGH_SEE_CAUSE_PROPERTY",cause:t});if(t.name==="NotSupportedError")return a.pubKeyCredParams.filter(i=>i.type==="public-key").length===0?new Je({message:'No entry in pubKeyCredParams was of type "public-key"',code:"ERROR_MALFORMED_PUBKEYCREDPARAMS",cause:t}):new Je({message:"No available authenticator supported any of the specified pubKeyCredParams algorithms",code:"ERROR_AUTHENTICATOR_NO_SUPPORTED_PUBKEYCREDPARAMS_ALG",cause:t});if(t.name==="SecurityError"){const s=window.location.hostname;if(a2(s)){if(a.rp.id!==s)return new Je({message:`The RP ID "${a.rp.id}" is invalid for this domain`,code:"ERROR_INVALID_RP_ID",cause:t})}else return new Je({message:`${window.location.hostname} is an invalid domain`,code:"ERROR_INVALID_DOMAIN",cause:t})}else if(t.name==="TypeError"){if(a.user.id.byteLength<1||a.user.id.byteLength>64)return new Je({message:"User ID was not between 1 and 64 characters",code:"ERROR_INVALID_USER_ID_LENGTH",cause:t})}else if(t.name==="UnknownError")return new Je({message:"The authenticator was unable to process the specified options, or could not create a new credential",code:"ERROR_AUTHENTICATOR_GENERAL_ERROR",cause:t})}return new Je({message:"a Non-Webauthn related error has occurred",code:"ERROR_PASSTHROUGH_SEE_CAUSE_PROPERTY",cause:t})}function T8({error:t,options:e}){const{publicKey:n}=e;if(!n)throw Error("options was missing required publicKey property");if(t.name==="AbortError"){if(e.signal instanceof AbortSignal)return new Je({message:"Authentication ceremony was sent an abort signal",code:"ERROR_CEREMONY_ABORTED",cause:t})}else{if(t.name==="NotAllowedError")return new Je({message:t.message,code:"ERROR_PASSTHROUGH_SEE_CAUSE_PROPERTY",cause:t});if(t.name==="SecurityError"){const o=window.location.hostname;if(a2(o)){if(n.rpId!==o)return new Je({message:`The RP ID "${n.rpId}" is invalid for this domain`,code:"ERROR_INVALID_RP_ID",cause:t})}else return new Je({message:`${window.location.hostname} is an invalid domain`,code:"ERROR_INVALID_DOMAIN",cause:t})}else if(t.name==="UnknownError")return new Je({message:"The authenticator was unable to process the specified options, or could not create a new assertion signature",code:"ERROR_AUTHENTICATOR_GENERAL_ERROR",cause:t})}return new Je({message:"a Non-Webauthn related error has occurred",code:"ERROR_PASSTHROUGH_SEE_CAUSE_PROPERTY",cause:t})}class A8{createNewAbortSignal(){if(this.controller){const n=new Error("Cancelling existing WebAuthn API call for new one");n.name="AbortError",this.controller.abort(n)}const e=new AbortController;return this.controller=e,e.signal}cancelCeremony(){if(this.controller){const e=new Error("Manually cancelling existing WebAuthn API call");e.name="AbortError",this.controller.abort(e),this.controller=void 0}}}const Zp=new A8;function qw(t){if(!t)throw new Error("Credential creation options are required");if(typeof PublicKeyCredential<"u"&&"parseCreationOptionsFromJSON"in PublicKeyCredential&&typeof PublicKeyCredential.parseCreationOptionsFromJSON=="function")return PublicKeyCredential.parseCreationOptionsFromJSON(t);const{challenge:e,user:n,excludeCredentials:o}=t,r=Ps(t,["challenge","user","excludeCredentials"]),a=Ka(e).buffer,s=Object.assign(Object.assign({},n),{id:Ka(n.id).buffer}),i=Object.assign(Object.assign({},r),{challenge:a,user:s});if(o&&o.length>0){i.excludeCredentials=new Array(o.length);for(let l=0;l<o.length;l++){const c=o[l];i.excludeCredentials[l]=Object.assign(Object.assign({},c),{id:Ka(c.id).buffer,type:c.type||"public-key",transports:c.transports})}}return i}function Fw(t){if(!t)throw new Error("Credential request options are required");if(typeof PublicKeyCredential<"u"&&"parseRequestOptionsFromJSON"in PublicKeyCredential&&typeof PublicKeyCredential.parseRequestOptionsFromJSON=="function")return PublicKeyCredential.parseRequestOptionsFromJSON(t);const{challenge:e,allowCredentials:n}=t,o=Ps(t,["challenge","allowCredentials"]),r=Ka(e).buffer,a=Object.assign(Object.assign({},o),{challenge:r});if(n&&n.length>0){a.allowCredentials=new Array(n.length);for(let s=0;s<n.length;s++){const i=n[s];a.allowCredentials[s]=Object.assign(Object.assign({}

166,i),{id:Ka(i.id).buffer,type:i.type||"public-key",transports:i.transports})}}return a}function Hw(t){var e;if("toJSON"in t&&typeof t.toJSON=="function")return t.toJSON();const n=t;return{id:t.id,rawId:t.id,response:{attestationObject:Br(new Uint8Array(t.response.attestationObject)),clientDataJSON:Br(new Uint8Array(t.response.clientDataJSON))},type:"public-key",clientExtensionResults:t.getClientExtensionResults(),authenticatorAttachment:(e=n.authenticatorAttachment)!==null&&e!==void 0?e:void 0}}function zw(t){var e;if("toJSON"in t&&typeof t.toJSON=="function")return t.toJSON();const n=t,o=t.getClientExtensionResults(),r=t.response;return{id:t.id,rawId:t.id,response:{authenticatorData:Br(new Uint8Array(r.authenticatorData)),clientDataJSON:Br(new Uint8Array(r.clientDataJSON)),signature:Br(new Uint8Array(r.signature)),userHandle:r.userHandle?Br(new Uint8Array(r.userHandle)):void 0},type:"public-key",clientExtensionResults:o,authenticatorAttachment:(e=n.authenticatorAttachment)!==null&&e!==void 0?e:void 0}}function a2(t){return t==="localhost"||/^([a-z0-9]+(-[a-z0-9]+)*\.)+[a-z]{2,}$/i.test(t)}function dh(){var t,e;return!!(pt()&&"PublicKeyCredential"in window&&window.PublicKeyCredential&&"credentials"in navigator&&typeof((t=navigator==null?void 0:navigator.credentials)===null||t===void 0?void 0:t.create)=="function"&&typeof((e=navigator==null?void 0:navigator.credentials)===null||e===void 0?void 0:e.get)=="function")}async function s2(t){try{const e=await navigator.credentials.create(t);return e?e instanceof PublicKeyCredential?{data:e,error:null}:{data:null,error:new uh("Browser returned unexpected credential type",e)}:{data:null,error:new uh("Empty credential response",e)}}catch(e){return{data:null,error:S8({error:e,options:t})}}}async function i2(t){try{const e=await navigator.credentials.get(t);return e?e instanceof PublicKeyCredential?{data:e,error:null}:{data:null,error:new uh("Browser returned unexpected credential type",e)}:{data:null,error:new uh("Empty credential response",e)}}catch(e){return{data:null,error:T8({error:e,options:t})}}}const _8={hints:["security-key"],authenticatorSelection:{authenticatorAttachment:"cross-platform",requireResidentKey:!1,userVerification:"preferred",residentKey:"discouraged"},attestation:"direct"},C8={userVerification:"preferred",hints:["security-key"],attestation:"direct"};function ph(...t){const e=r=>r!==null&&typeof r=="object"&&!Array.isArray(r),n=r=>r instanceof ArrayBuffer||ArrayBuffer.isView(r),o={};for(const r of t)if(r)for(const a in r){const s=r[a];if(s!==void 0)if(Array.isArray(s))o[a]=s;else if(n(s))o[a]=s;else if(e(s)){const i=o[a];e(i)?o[a]=ph(i,s):o[a]=ph(s)}else o[a]=s}return o}function E8(t,e){return ph(_8,t,e||{})}function I8(t,e){return ph(C8,t,e||{})}class P8{constructor(e){this.client=e,this.enroll=this._enroll.bind(this),this.challenge=this._challenge.bind(this),this.verify=this._verify.bind(this),this.authenticate=this._authenticate.bind(this),this.register=this._register.bind(this)}async _enroll(e){return this.client.mfa.enroll(Object.assign(Object.assign({},e),{factorType:"webauthn"}))}async _challenge({factorId:e,webauthn:n,friendlyName:o,signal:r},a){var s;try{const{data:i,error:l}=await this.client.mfa.challenge({factorId:e,webauthn:n});if(!i)return{data:null,error:l};const c=r??Zp.createNewAbortSignal();if(i.webauthn.type==="create"){const{user:u}=i.webauthn.credential_options.publicKey;if(!u.name){const d=o;if(d)u.name=`${u.id}:${d}`;else{const p=(await this.client.getUser()).data.user,v=((s=p==null?void 0:p.user_metadata)===null||s===void 0?void 0:s.name)||(p==null?void 0:p.email)||(p==null?void 0:p.id)||"User";u.name=`${u.id}:${v}`}}u.displayName||(u.displayName=u.name)}switch(i.webauthn.type){case"create":{const u=E8(i.webauthn.credential_options.publicKey,a==null?void 0:a.create),{data:d,error:g}=await s2({publicKey:u,signal:c});return d?{data:{factorId:e,challengeId:i.id,webauthn:{type:i.webauthn.type,credential_response:d}},error:null}:{data:null,error:g}}case"request":{const u=I8(i.webauthn.credential_options.publicKey,a==null?void 0:a.request),{data:d,error:g}=await i2(Object.assign(Object.assign({},i.webauthn.credential_options),{publicKey:u,signal:c}));return d?{data:{factorId:e,challengeId:i.id,webauthn:{type:i.webauthn.type,credential_response:d}},error:null}:{data:null,error:g}}}}catch(i){return G(i)?{data:null,error:i}:{data:null,error:new Sn("Unexpected error in challenge",i)}}}async _verify({challengeId:e,factorId:n,webauthn:o}){return this.client.mfa.verify({factorId:n,challengeId:e,webauthn:o})}async _authenticate({factorId:e,webauthn:{rpId:n=typeof window<"u"?window.location.hostname:void 0,rpOrigins:o=typeof window<"u"?[window.location.origin]:void 0,signal:r}={}},a){if(!n)return{data:null,error:new Qi("rpId is required for WebAuthn authentication")};try{if(!dh())return{data:null,error:new Sn("Browser does not support WebAuthn",null)};const{data:s,error:i}=await this.challenge({factorId:e,webauthn:{rpId:n,rpOrigins:o},signal:r},{request:a});if(!s)return{data:null,error:i};const{webauthn:l}=s;return this._verify({factorId:e,challengeId:s.challengeId,webauthn:{type:l.type,rpId:n,rpOrigins:o,credential_response:l.credential_response}})}catch(s){return G(s)?{data:null,error:s}:{data:null,error:new Sn("Unexpected error in authenticate",s)}}}async _register({friendlyName:e,webauthn:{rpId:n=typeof window<"u"?window.location.hostname:void 0,rpOrigins:o=typeof window<"u"?[window.location.origin]:void 0,signal:r}={}},a){if(!n)return{data:null,error:new Qi("rpId is required for WebAuthn registration")};try{if(!dh())return{data:null,error:new Sn("Browser does not support WebAuthn",null)};const{data:s,error:i}=await this._enroll({friendlyName:e});if(!s)return await this.client.mfa.listFactors().then(u=>{var d;return(d=u.data)===null||d===void 0?void 0:d.all.find(g=>g.factor_type==="webauthn"&&g.friendly_name===e&&g.status!=="unverified")}).then(u=>u?this.client.mfa.unenroll({factorId:u==null?void 0:u.id}):void 0),{data:null,error:i};const{data:l,error:c}=await this._challenge({factorId:s.id,friendlyName:s.friendly_name,webauthn:{rpId:n,rpOrigins:o},signal:r},{create:a});return l?this._verify({factorId:s.id,challengeId:l.challengeId,webauthn:{rpId:n,rpOrigins:o,type:l.webauthn.type,credential_response:l.webauthn.credential_response}}):{data:null,error:c}}catch(s){return G(s)?{data:null,error:s}:{data:null,error:new Sn("Unexpected error in register",s)}}}}b8();const j8={url:MI,storageKey:RI,autoRefreshToken:!0,persistSession:!0,detectSessionInUrl:!0,headers:NI,flowType:"implicit",debug:!1,hasCustomAuthorizationHeader:!1,throwOnError:!1,lockAcquireTimeout:5e3,skipAutoInitialize:!1,experimental:{}},ga={};class Zi{get jwks(){var e,n;return(n=(e=ga[this.storageKey])===null||e===void 0?void 0:e.jwks)!==null&&n!==void 0?n:{keys:[]}}set jwks(e){ga[this.storageKey]=Object.assign(Object.assign({},ga[this.storageKey]),{jwks:e})}get jwks_cached_at(){var e,n;return(n=(e=ga[this.storageKey])===null||e===void 0?void 0:e.cachedAt)!==null&&n!==void 0?n:Number.MIN_SAFE_INTEGER}set jwks_cached_at(e){ga[this.storageKey]=Object.assign(Object.assign({},ga[this.storageKey]),{cachedAt:e})}constructor(e){var n,o,r;this.userStorage=null,this.memoryStorage=null,this.stateChangeEmitters=new Map,this.autoRefreshTicker=null,this.autoRefreshTickTimeout=null,this.visibilityChangedCallback=null,this.refreshingDeferred=null,this.lastRefreshFailure=null,this._sessionRemovalEpoch=0,this.initializePromise=null,this.detectSessionInUrl=!0,this.hasCustomAuthorizationHeader=!1,this.suppressGetSessionWarning=!1,this.lock=null,this.lockAcquired=!1,this.pendingInLock=[],this.broadcastChannel=null,this.logger=console.log;const a=Object.assign(Object.assign({},j8),e);if(this.storageKey=a.storageKey,this.instanceID=(n=Zi.nextInstanceID[this.storageKey])!==null&&n!==void 0?n:0,Zi.nextInstanceID[this.storageKey]=this.instanceID+1,this.logDebugMessages=!!a.debug,typeof a.debug=="function"&&(this.logger=a.debug),this.instanceID>0&&pt()){const s=`${this._logPrefix()} Multiple GoTrueClient instances detected in the same browser context. It is not an error, but this should be avoided as it may produce undefined behavior when used concurrently under the same storage key.`;console.warn(s),this.logDebugMessages&&console.trace(s)}if(this.persistSession=a.persistSession,this.autoRefreshToken=a.autoRefreshToken,this.experimental=(o=a.experimental)!==null&&o!==void 0?o:{},this.admin=new y8({url:a.url,headers:a.headers,fetch:a.fetch,experimental:this.experimental}),this.url=a.url,this.headers=a.headers,this.fetch=o2(a.fetch),this.detectSessionInUrl=a.detectSessionInUrl,this.flowType=a.flowType,this.hasCustomAuthorizationHeader=a.hasCustomAuthorizationHeader,this.throwOnError=a.throwOnError,this.lockAcquireTimeout=a.lockAcquireTimeout,a.lock!=null&&(this.lock=a.lock),this.jwks||(this.jwks={keys:[]},this.jwks_cached_at=Number.MIN_SAFE_INTEGER),this.mfa={verify:this._verify.bind(this),enroll:this._enroll.bind(this),unenroll:this._unenroll.bind(this),challenge:this._challenge.bind(this),listFactors:this._listFactors.bind(this),challengeAndVerify:this._challengeAndVerify.bind(this),getAuthenticatorAssuranceLevel:this._getAuthenticatorAssuranceLevel.bind(this),webauthn:new P8(this)}

166,this.oauth={getAuthorizationDetails:this._getAuthorizationDetails.bind(this),approveAuthorization:this._approveAuthorization.bind(this),denyAuthorization:this._denyAuthorization.bind(this),listGrants:this._listOAuthGrants.bind(this),revokeGrant:this._revokeOAuthGrant.bind(this)},this.passkey={startRegistration:this._startPasskeyRegistration.bind(this),verifyRegistration:this._verifyPasskeyRegistration.bind(this),startAuthentication:this._startPasskeyAuthentication.bind(this),verifyAuthentication:this._verifyPasskeyAuthentication.bind(this),list:this._listPasskeys.bind(this),update:this._updatePasskey.bind(this),delete:this._deletePasskey.bind(this)},this.persistSession?(a.storage?this.storage=a.storage:n2()?this.storage=globalThis.localStorage:(this.memoryStorage={},this.storage=Ww(this.memoryStorage)),a.userStorage&&(this.userStorage=a.userStorage)):(this.memoryStorage={},this.storage=Ww(this.memoryStorage)),pt()&&globalThis.BroadcastChannel&&this.persistSession&&this.storageKey){try{this.broadcastChannel=new globalThis.BroadcastChannel(this.storageKey)}catch(s){console.error("Failed to create a new BroadcastChannel, multi-tab state changes will not be available",s)}(r=this.broadcastChannel)===null||r===void 0||r.addEventListener("message",async s=>{this._debug("received broadcast notification from other tab or client",s),(s.data.event==="TOKEN_REFRESHED"||s.data.event==="SIGNED_IN")&&(this.lastRefreshFailure=null);try{await this._notifyAllSubscribers(s.data.event,s.data.session,!1)}catch(i){this._debug("#broadcastChannel","error",i)}})}a.skipAutoInitialize||this.initialize().catch(s=>{this._debug("#initialize()","error",s)})}isThrowOnErrorEnabled(){return this.throwOnError}_returnResult(e){if(this.throwOnError&&e&&e.error)throw e.error;return e}_logPrefix(){return`GoTrueClient@${this.storageKey}:${this.instanceID} (${X1}) ${new Date().toISOString()}`}_debug(...e){return this.logDebugMessages&&this.logger(this._logPrefix(),...e),this}async initialize(){return this.initializePromise?await this.initializePromise:(this.initializePromise=(async()=>this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._initialize()):await this._initialize())(),await this.initializePromise)}async _initialize(){var e;try{let n={},o="none";if(pt()&&(n=QI(window.location.href),this._isImplicitGrantCallback(n)?o="implicit":await this._isPKCECallback(n)&&(o="pkce")),pt()&&this.detectSessionInUrl&&o!=="none"){const{data:r,error:a}=await this._getSessionFromURL(n,o);if(a){if(this._debug("#_initialize()","error detecting session from URL",a),FI(a)){const l=(e=a.details)===null||e===void 0?void 0:e.code;if(l==="identity_already_exists"||l==="identity_not_found"||l==="single_identity_not_deletable")return{error:a}}return{error:a}}const{session:s,redirectType:i}=r;return this._debug("#_initialize()","detected session in URL",s,"redirect type",i),await this._saveSession(s),setTimeout(async()=>{i==="recovery"?await this._notifyAllSubscribers("PASSWORD_RECOVERY",s):await this._notifyAllSubscribers("SIGNED_IN",s)},0),{error:null}}return await this._recoverAndRefresh(),{error:null}}catch(n){return G(n)?this._returnResult({error:n}):this._returnResult({error:new Sn("Unexpected error during initialization",n)})}finally{await this._handleVisibilityChange(),this._debug("#_initialize()","end")}}async signInAnonymously(e){var n,o,r;try{const a=await X(this.fetch,"POST",`${this.url}/signup`,{headers:this.headers,body:{data:(o=(n=e==null?void 0:e.options)===null||n===void 0?void 0:n.data)!==null&&o!==void 0?o:{},gotrue_meta_security:{captcha_token:(r=e==null?void 0:e.options)===null||r===void 0?void 0:r.captchaToken}},xform:Vt}),{data:s,error:i}=a;if(i||!s)return this._returnResult({data:{user:null,session:null},error:i});const l=s.session,c=s.user;return s.session&&(await this._saveSession(s.session),await this._notifyAllSubscribers("SIGNED_IN",l)),this._returnResult({data:{user:c,session:l},error:null})}catch(a){if(G(a))return this._returnResult({data:{user:null,session:null},error:a});throw a}}async signUp(e){var n,o,r;try{let a;if("email"in e){const{email:u,password:d,options:g}=e;let p=null,v=null;this.flowType==="pkce"&&([p,v]=await Ar(this.storage,this.storageKey)),a=await X(this.fetch,"POST",`${this.url}/signup`,{headers:this.headers,redirectTo:g==null?void 0:g.emailRedirectTo,body:{email:u,password:d,data:(n=g==null?void 0:g.data)!==null&&n!==void 0?n:{},gotrue_meta_security:{captcha_token:g==null?void 0:g.captchaToken},code_challenge:p,code_challenge_method:v},xform:Vt})}else if("phone"in e){const{phone:u,password:d,options:g}=e;a=await X(this.fetch,"POST",`${this.url}/signup`,{headers:this.headers,body:{phone:u,password:d,data:(o=g==null?void 0:g.data)!==null&&o!==void 0?o:{},channel:(r=g==null?void 0:g.channel)!==null&&r!==void 0?r:"sms",gotrue_meta_security:{captcha_token:g==null?void 0:g.captchaToken}},xform:Vt})}else throw new tc("You must provide either an email or phone number and a password");const{data:s,error:i}=a;if(i||!s)return await Ve(this.storage,`${this.storageKey}-code-verifier`),this._returnResult({data:{user:null,session:null},error:i});const l=s.session,c=s.user;return s.session&&(await this._saveSession(s.session),await this._notifyAllSubscribers("SIGNED_IN",l)),this._returnResult({data:{user:c,session:l},error:null})}catch(a){if(await Ve(this.storage,`${this.storageKey}-code-verifier`),G(a))return this._returnResult({data:{user:null,session:null},error:a});throw a}}async signInWithPassword(e){try{let n;if("email"in e){const{email:a,password:s,options:i}=e;n=await X(this.fetch,"POST",`${this.url}/token?grant_type=password`,{headers:this.headers,body:{email:a,password:s,gotrue_meta_security:{captcha_token:i==null?void 0:i.captchaToken}},xform:Lw})}else if("phone"in e){const{phone:a,password:s,options:i}=e;n=await X(this.fetch,"POST",`${this.url}/token?grant_type=password`,{headers:this.headers,body:{phone:a,password:s,gotrue_meta_security:{captcha_token:i==null?void 0:i.captchaToken}},xform:Lw})}else throw new tc("You must provide either an email or phone number and a password");const{data:o,error:r}=n;if(r)return this._returnResult({data:{user:null,session:null},error:r});if(!o||!o.session||!o.user){const a=new pa;return this._returnResult({data:{user:null,session:null},error:a})}return o.session&&(await this._saveSession(o.session),await this._notifyAllSubscribers("SIGNED_IN",o.session)),this._returnResult({data:Object.assign({user:o.user,session:o.session},o.weak_password?{weakPassword:o.weak_password}:null),error:r})}catch(n){if(G(n))return this._returnResult({data:{user:null,session:null},error:n});throw n}}async signInWithOAuth(e){var n,o,r,a;return await this._handleProviderSignIn(e.provider,{redirectTo:(n=e.options)===null||n===void 0?void 0:n.redirectTo,scopes:(o=e.options)===null||o===void 0?void 0:o.scopes,queryParams:(r=e.options)===null||r===void 0?void 0:r.queryParams,skipBrowserRedirect:(a=e.options)===null||a===void 0?void 0:a.skipBrowserRedirect})}async exchangeCodeForSession(e){return await this.initializePromise,this.lock!=null?this._acquireLock(this.lockAcquireTimeout,async()=>this._exchangeCodeForSession(e)):this._exchangeCodeForSession(e)}async signInWithWeb3(e){const{chain:n}=e;switch(n){case"ethereum":return await this.signInWithEthereum(e);case"solana":return await this.signInWithSolana(e);default:throw new Error(`@supabase/auth-js: Unsupported chain "${n}"`)}}async signInWithEthereum(e){var n,o,r,a,s,i,l,c,u,d,g;let p,v;if("message"in e)p=e.message,v=e.signature;else{const{chain:y,wallet:k,statement:w,options:m}=e;let b;if(pt())if(typeof k=="object")b=k;else{const C=window;if("ethereum"in C&&typeof C.ethereum=="object"&&"request"in C.ethereum&&typeof C.ethereum.request=="function")b=C.ethereum;else throw new Error("@supabase/auth-js: No compatible Ethereum wallet interface on the window object (window.ethereum) detected. Make sure the user already has a wallet installed and connected for this app. Prefer passing the wallet interface object directly to signInWithWeb3({ chain: 'ethereum', wallet: resolvedUserWallet }) instead.")}else{if(typeof k!="object"||!(m!=null&&m.url))throw new Error("@supabase/auth-js: Both wallet and url must be specified in non-browser environments.");b=k}const x=new URL((n=m==null?void 0:m.url)!==null&&n!==void 0?n:window.location.href),S=await b.request({method:"eth_requestAccounts"}).then(C=>C).catch(()=>{throw new Error("@supabase/auth-js: Wallet method eth_requestAccounts is missing or invalid")});if(!S||S.length===0)throw new Error("@supabase/auth-js: No accounts available. Please ensure the wallet is connected.");const T=r2(S[0]);let A=(o=m==null?void 0:m.signInWithEthereum)===null||o===void 0?void 0:o.chainId;if(!A){const C=await b.request({method:"eth_chainId"});A=v8(C)}const _={domain:x.host,address:T,statement:w,uri:x.href,version:"1",chainId:A,nonce:(r=m==null?void 0:m.signInWithEthereum)===null||r===void 0?void 0:r.nonce,issuedAt:(s=(a=m==null?void 0:m.signInWithEthereum)===null||a===void 0?void 0:a.issuedAt)!==null&&s!==void 0?s:new Date,expirationTime:(i=m==null?void 0:m.signInWithEthereum)===null||i===void 0?void 0:i.expirationTime,notBefore:(l=m==null?void 0:m.signInWithEthereum)===null||l===void 0?void 0:l.notBefore,requestId:(c=m==null?void 0:m.signInWithEthereum)===null||c===void 0?void 0:c.requestId,resources:(u=m==null?void 0:m.signInWithEthereum)===null||u===void 0?void 0:u.resources};p=x8(_),v=await b.request({method:"personal_sign",params:[k8(p),T]})}try{const{data:y,error:k}=await X(this.fetch,"POST",`${this.url}/token?grant_type=web3`,{headers:this.headers,body:Object.assign({chain:"ethereum",message:p,signature:v},!((d=e.options)===null||d===void 0)&&d.captchaToken?{gotrue_meta_security:{captcha_token:(g=e.options)===null||g===void 0?void 0:g.captchaToken}}:null),xform:Vt});if(k)throw k;if(!y||!y.session||!y.user){const w=new pa;return this._returnResult({data:{user:null,session:null},error:w})}return y.session&&(await this._saveSession(y.session),await this._notifyAllSubscribers("SIGNED_IN",y.session)),this._returnResult({data:Object.assign({},y),error:k})}catch(y){if(G(y))return this._returnResult({data:{user:null,session:null},error:y});throw y}}async signInWithSolana(e){var n,o,r,a,s,i,l,c,u,d,g,p;let v,y;if("message"in e)v=e.message,y=e.signature;else{const{chain:k,wallet:w,statement:m,options:b}=e;let x;if(pt())if(typeof w=="object")x=w;else{const T=window;if("solana"in T&&typeof T.solana=="object"&&("signIn"in T.solana&&typeof T.solana.signIn=="function"||"signMessage"in T.solana&&typeof T.solana.signMessage=="function"))x=T.solana;else throw new Error("@supabase/auth-js: No compatible Solana wallet interface on the window object (window.solana) detected. Make sure the user already has a wallet installed and connected for this app. Prefer passing the wallet interface object directly to signInWithWeb3({ chain: 'solana', wallet: resolvedUserWallet }) instead.")}else{if(typeof w!="object"||!(b!=null&&b.url))throw new Error("@supabase/auth-js: Both wallet and url must be specified in non-browser environments.");x=w}const S=new URL((n=b==null?void 0:b.url)!==null&&n!==void 0?n:window.location.href);if("signIn"in x&&x.signIn){const T=await x.signIn(Object.assign(Object.assign(Object.assign({issuedAt:new Date().toISOString()},b==null?void 0:b.signInWithSolana),{version:"1",domain:S.host,uri:S.href}),m?{statement:m}:null));let A;if(Array.isArray(T)&&T[0]&&typeof T[0]=="object")A=T[0];else if(T&&typeof T=="object"&&"signedMessage"in T&&"signature"in T)A=T;else throw new Error("@supabase/auth-js: Wallet method signIn() returned unrecognized value");if("signedMessage"in A&&"signature"in A&&(typeof A.signedMessage=="string"||A.signedMessage instanceof Uint8Array)&&A.signature instanceof Uint8Array)v=typeof A.signedMessage=="string"?A.signedMessage:new TextDecoder().decode(A.signedMessage),y=A.signature;else throw new Error("@supabase/auth-js: Wallet method signIn() API returned object without signedMessage and signature fields")}else{if(!("signMessage"in x)||typeof x.signMessage!="function"||!("publicKey"in x)||typeof x!="object"||!x.publicKey||!("toBase58"in x.publicKey)||typeof x.publicKey.toBase58!="function")throw new Error("@supabase/auth-js: Wallet does not have a compatible signMessage() and publicKey.toBase58() API");v=[`${S.host} wants you to sign in with your Solana account:`,x.publicKey.toBase58(),...m?["",m,""]:[""],"Version: 1",`URI: ${S.href}`,`Issued At: ${(r=(o=b==null?void 0:b.signInWithSolana)===null||o===void 0?void 0:o.issuedAt)!==null&&r!==void 0?r:new Date().toISOString()}`,...!((a=b==null?void 0:b.signInWithSolana)===null||a===void 0)&&a.notBefore?[`Not Before: ${b.signInWithSolana.notBefore}`]:[],...!((s=b==null?void 0:b.signInWithSolana)===null||s===void 0)&&s.expirationTime?[`Expiration Time: ${b.signInWithSolana.expirationTime}`]:[],...!((i=b==null?void 0:b.signInWithSolana)===null||i===void 0)&&i.chainId?[`Chain ID: ${b.signInWithSolana.chainId}`]:[],...!((l=b==null?void 0:b.signInWithSolana)===null||l===void 0)&&l.nonce?[`Nonce: ${b.signInWithSolana.nonce}`]:[],...!((c=b==null?void 0:b.signInWithSolana)===null||c===void 0)&&c.requestId?[`Request ID: ${b.signInWithSolana.requestId}`]:[],...!((d=(u=b==null?void 0:b.signInWithSolana)===null||u===void 0?void 0:u.resources)===null||d===void 0)&&d.length?["Resources",...b.signInWithSolana.resources.map(A=>`- ${A}`)]:[]].join(`
167`);const T=await x.signMessage(new TextEncoder().encode(v),"utf8");if(!T||!(T instanceof Uint8Array))throw new Error("@supabase/auth-js: Wallet signMessage() API returned an recognized value");y=T}}try{const{data:k,error:w}=await X(this.fetch,"POST",`${this.url}/token?grant_type=web3`,{headers:this.headers,body:Object.assign({chain:"solana",message:v,signature:Br(y)},!((g=e.options)===null||g===void 0)&&g.captchaToken?{gotrue_meta_security:{captcha_token:(p=e.options)===null||p===void 0?void 0:p.captchaToken}}:null),xform:Vt});if(w)throw w;if(!k||!k.session||!k.user){const m=new pa;return this._returnResult({data:{user:null,session:null},error:m})}return k.session&&(await this._saveSession(k.session),await this._notifyAllSubscribers("SIGNED_IN",k.session)),this._returnResult({data:Object.assign({},k),error:w})}catch(k){if(G(k))return this._returnResult({data:{user:null,session:null},error:k});throw k}}async _exchangeCodeForSession(e){const n=await pn(this.storage,`${this.storageKey}-code-verifier`),[o,r]=(n??"").split("/");try{if(!o&&this.flowType==="pkce")throw new HI;const{data:a,error:s}=await X(this.fetch,"POST",`${this.url}/token?grant_type=pkce`,{headers:this.headers,body:{auth_code:e,code_verifier:o},xform:Vt});if(await Ve(this.storage,`${this.storageKey}-code-verifier`),s)throw s;if(!a||!a.session||!a.user){const i=new pa;return this._returnResult({data:{user:null,session:null,redirectType:null},error:i})}return a.session&&(await this._saveSession(a.session),await this._notifyAllSubscribers(r==="recovery"?"PASSWORD_RECOVERY":"SIGNED_IN",a.session)),this._returnResult({data:Object.assign(Object.assign({},a),{redirectType:r??null}),error:s})}catch(a){if(await Ve(this.storage,`${this.storageKey}-code-verifier`),G(a))return this._returnResult({data:{user:null,session:null,redirectType:null},error:a});throw a}}async signInWithIdToken(e){try{const{options:n,provider:o,token:r,access_token:a,nonce:s}=e,i=await X(this.fetch,"POST",`${this.url}/token?grant_type=id_token`,{headers:this.headers,body:{provider:o,id_token:r,access_token:a,nonce:s,gotrue_meta_security:{captcha_token:n==null?void 0:n.captchaToken}},xform:Vt}),{data:l,error:c}=i;

167if(c)return this._returnResult({data:{user:null,session:null},error:c});if(!l||!l.session||!l.user){const u=new pa;return this._returnResult({data:{user:null,session:null},error:u})}return l.session&&(await this._saveSession(l.session),await this._notifyAllSubscribers("SIGNED_IN",l.session)),this._returnResult({data:l,error:c})}catch(n){if(G(n))return this._returnResult({data:{user:null,session:null},error:n});throw n}}async signInWithOtp(e){var n,o,r,a,s;try{if("email"in e){const{email:i,options:l}=e;let c=null,u=null;this.flowType==="pkce"&&([c,u]=await Ar(this.storage,this.storageKey));const{error:d}=await X(this.fetch,"POST",`${this.url}/otp`,{headers:this.headers,body:{email:i,data:(n=l==null?void 0:l.data)!==null&&n!==void 0?n:{},create_user:(o=l==null?void 0:l.shouldCreateUser)!==null&&o!==void 0?o:!0,gotrue_meta_security:{captcha_token:l==null?void 0:l.captchaToken},code_challenge:c,code_challenge_method:u},redirectTo:l==null?void 0:l.emailRedirectTo});return this._returnResult({data:{user:null,session:null},error:d})}if("phone"in e){const{phone:i,options:l}=e,{data:c,error:u}=await X(this.fetch,"POST",`${this.url}/otp`,{headers:this.headers,body:{phone:i,data:(r=l==null?void 0:l.data)!==null&&r!==void 0?r:{},create_user:(a=l==null?void 0:l.shouldCreateUser)!==null&&a!==void 0?a:!0,gotrue_meta_security:{captcha_token:l==null?void 0:l.captchaToken},channel:(s=l==null?void 0:l.channel)!==null&&s!==void 0?s:"sms"}});return this._returnResult({data:{user:null,session:null,messageId:c==null?void 0:c.message_id},error:u})}throw new tc("You must provide either an email or phone number.")}catch(i){if(await Ve(this.storage,`${this.storageKey}-code-verifier`),G(i))return this._returnResult({data:{user:null,session:null},error:i});throw i}}async verifyOtp(e){var n,o;try{let r,a;"options"in e&&(r=(n=e.options)===null||n===void 0?void 0:n.redirectTo,a=(o=e.options)===null||o===void 0?void 0:o.captchaToken);const{data:s,error:i}=await X(this.fetch,"POST",`${this.url}/verify`,{headers:this.headers,body:Object.assign(Object.assign({},e),{gotrue_meta_security:{captcha_token:a}}),redirectTo:r,xform:Vt});if(i)throw i;if(!s)throw new Error("An error occurred on token verification.");const l=s.session,c=s.user;return l!=null&&l.access_token&&(await this._saveSession(l),await this._notifyAllSubscribers(e.type=="recovery"?"PASSWORD_RECOVERY":"SIGNED_IN",l)),this._returnResult({data:{user:c,session:l},error:null})}catch(r){if(G(r))return this._returnResult({data:{user:null,session:null},error:r});throw r}}async signInWithSSO(e){var n,o,r,a,s;try{let i=null,l=null;this.flowType==="pkce"&&([i,l]=await Ar(this.storage,this.storageKey));const c=await X(this.fetch,"POST",`${this.url}/sso`,{body:Object.assign(Object.assign(Object.assign(Object.assign(Object.assign({},"providerId"in e?{provider_id:e.providerId}:null),"domain"in e?{domain:e.domain}:null),{redirect_to:(o=(n=e.options)===null||n===void 0?void 0:n.redirectTo)!==null&&o!==void 0?o:void 0}),!((r=e==null?void 0:e.options)===null||r===void 0)&&r.captchaToken?{gotrue_meta_security:{captcha_token:e.options.captchaToken}}:null),{skip_http_redirect:!0,code_challenge:i,code_challenge_method:l}),headers:this.headers,xform:g8});return!((a=c.data)===null||a===void 0)&&a.url&&pt()&&!(!((s=e.options)===null||s===void 0)&&s.skipBrowserRedirect)&&window.location.assign(c.data.url),this._returnResult(c)}catch(i){if(await Ve(this.storage,`${this.storageKey}-code-verifier`),G(i))return this._returnResult({data:null,error:i});throw i}}async reauthenticate(){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._reauthenticate()):await this._reauthenticate()}async _reauthenticate(){try{return await this._useSession(async e=>{const{data:{session:n},error:o}=e;if(o)throw o;if(!n)throw new tt;const{error:r}=await X(this.fetch,"GET",`${this.url}/reauthenticate`,{headers:this.headers,jwt:n.access_token});return this._returnResult({data:{user:null,session:null},error:r})})}catch(e){if(G(e))return this._returnResult({data:{user:null,session:null},error:e});throw e}}async resend(e){try{const n=`${this.url}/resend`;if("email"in e){const{email:o,type:r,options:a}=e;let s=null,i=null;this.flowType==="pkce"&&([s,i]=await Ar(this.storage,this.storageKey));const{error:l}=await X(this.fetch,"POST",n,{headers:this.headers,body:{email:o,type:r,gotrue_meta_security:{captcha_token:a==null?void 0:a.captchaToken},code_challenge:s,code_challenge_method:i},redirectTo:a==null?void 0:a.emailRedirectTo});return l&&await Ve(this.storage,`${this.storageKey}-code-verifier`),this._returnResult({data:{user:null,session:null},error:l})}else if("phone"in e){const{phone:o,type:r,options:a}=e,{data:s,error:i}=await X(this.fetch,"POST",n,{headers:this.headers,body:{phone:o,type:r,gotrue_meta_security:{captcha_token:a==null?void 0:a.captchaToken}}});return this._returnResult({data:{user:null,session:null,messageId:s==null?void 0:s.message_id},error:i})}throw new tc("You must provide either an email or phone number and a type")}catch(n){if(await Ve(this.storage,`${this.storageKey}-code-verifier`),G(n))return this._returnResult({data:{user:null,session:null},error:n});throw n}}async getSession(){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>this._useSession(async e=>e)):await this._useSession(async e=>e)}async _acquireLock(e,n){this._debug("#_acquireLock","begin",e);try{if(this.lockAcquired){const o=this.pendingInLock.length?this.pendingInLock[this.pendingInLock.length-1]:Promise.resolve(),r=(async()=>(await o,await n()))();return this.pendingInLock.push((async()=>{try{await r}catch{}})()),r}return await this.lock(`lock:${this.storageKey}`,e,async()=>{this._debug("#_acquireLock","lock acquired for storage key",this.storageKey);try{this.lockAcquired=!0;const o=n();for(this.pendingInLock.push((async()=>{try{await o}catch{}})()),await o;this.pendingInLock.length;){const r=[...this.pendingInLock];await Promise.all(r),this.pendingInLock.splice(0,r.length)}return await o}finally{this._debug("#_acquireLock","lock released for storage key",this.storageKey),this.lockAcquired=!1}})}finally{this._debug("#_acquireLock","end")}}async _useSession(e){this._debug("#_useSession","begin");try{const n=await this.__loadSession();return await e(n)}finally{this._debug("#_useSession","end")}}async __loadSession(){this._debug("#__loadSession()","begin"),this.lock!=null&&!this.lockAcquired&&this._debug("#__loadSession()","used outside of an acquired lock!",new Error().stack);try{let e=null;const n=await pn(this.storage,this.storageKey);if(this._debug("#getSession()","session from storage",n),n!==null&&(this._isValidSession(n)?e=n:(this._debug("#getSession()","session from storage is not val

167id"),await this._removeSession())),!e)return{data:{session:null},error:null};const o=e.expires_at?e.expires_at*1e3-Date.now()<id:!1;if(this._debug("#__loadSession()",`session has${o?"":" not"} expired`,"expires_at",e.expires_at),!o){if(this.userStorage){const s=await pn(this.userStorage,this.storageKey+"-user");s!=null&&s.user?e.user=s.user:e.user=ld()}if(this.storage.isServer&&e.user&&!e.user.__isUserNotAvailableProxy){const s={value:this.suppressGetSessionWarning};e.user=h8(e.user,s),s.value&&(this.suppressGetSessionWarning=!0)}return{data:{session:e},error:null}}const{data:r,error:a}=await this._callRefreshToken(e.refresh_token);if(a){if(!!(e.expires_at&&e.expires_at*1e3>Date.now())){const i=await pn(this.storage,this.storageKey);if(i&&i.refresh_token===e.refresh_token)return this._returnResult({data:{session:e},error:null})}return this._returnResult({data:{session:null},error:a})}return this._returnResult({data:{session:r},error:null})}finally{this._debug("#__loadSession()","end")}}async getUser(e){if(e)return await this._getUser(e);await this.initializePromise;let n;return this.lock!=null?n=await this._acquireLock(this.lockAcquireTimeout,async()=>await this._getUser()):n=await this._getUser(),n.data.user&&(this.suppressGetSessionWarning=!0),n}async _getUser(e){try{return e?await X(this.fetch,"GET",`${this.url}/user`,{headers:this.headers,jwt:e,xform:Ho}):await this._useSession(async n=>{var o,r,a;const{data:s,error:i}=n;if(i)throw i;return!(!((o=s.session)===null||o===void 0)&&o.access_token)&&!this.hasCustomAuthorizationHeader?{data:{user:null},error:new tt}:await X(this.fetch,"GET",`${this.url}/user`,{headers:this.headers,jwt:(a=(r=s.session)===null||r===void 0?void 0:r.access_token)!==null&&a!==void 0?a:void 0,xform:Ho})})}catch(n){if(G(n))return ec(n)&&(await this._removeSession(),await Ve(this.storage,`${this.storageKey}-code-verifier`)),this._returnResult({data:{user:null},error:n});throw n}}async updateUser(e,n={}){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._updateUser(e,n)):await this._updateUser(e,n)}async _updateUser(e,n={}){try{return await this._useSession(async o=>{const{data:r,error:a}=o;if(a)throw a;if(!r.session)throw new tt;const s=r.session;let i=null,l=null;this.flowType==="pkce"&&e.email!=null&&([i,l]=await Ar(this.storage,this.storageKey));const{data:c,error:u}=await X(this.fetch,"PUT",`${this.url}/user`,{headers:this.headers,redirectTo:n==null?void 0:n.emailRedirectTo,body:Object.assign(Object.assign({},e),{code_challenge:i,code_challenge_method:l}),jwt:s.access_token,xform:Ho});if(u)throw u;return s.user=c.user,await this._saveSession(s),await this._notifyAllSubscribers("USER_UPDATED",s),this._returnResult({data:{user:s.user},error:null})})}catch(o){if(await Ve(this.storage,`${this.storageKey}-code-verifier`),G(o))return this._returnResult({data:{user:null},error:o});throw o}}async setSession(e){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._setSession(e)):await this._setSession(e)}async _setSession(e){try{if(!e.access_token||!e.refresh_token)throw new tt;const n=Date.now()/1e3;let o=n,r=!0,a=null;const{payload:s}=oc(e.access_token);if(s.exp&&(o=s.exp,r=o<=n),r){const{data:i,error:l}=await this._callRefreshToken(e.refresh_token);if(l)return this._returnResult({data:{user:null,session:null},error:l});if(!i)return{data:{user:null,session:null},error:null};a=i}else{const{data:i,error:l}=await this._getUser(e.access_token);if(l)return this._returnResult({data:{user:null,session:null},error:l});a={access_token:e.access_token,refresh_token:e.refresh_token,user:i.user,token_type:"bearer",expires_in:o-n,expires_at:o},await this._saveSession(a),await this._notifyAllSubscribers("SIGNED_IN",a)}return this._returnResult({data:{user:a.user,session:a},error:null})}catch(n){if(G(n))return this._returnResult({data:{session:null,user:null},error:n});throw n}}async refreshSession(e){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._refreshSession(e)):await this._refreshSession(e)}async _refreshSession(e){try{return await this._useSession(async n=>{var o;if(!e){const{data:s,error:i}=n;if(i)throw i;e=(o=s.session)!==null&&o!==void 0?o:void 0}if(!(e!=null&&e.refresh_token))throw new tt;const{data:r,error:a}=await this._callRefreshToken(e.refresh_token);return a?this._returnResult({data:{user:null,session:null},error:a}):r?this._returnResult({data:{user:r.user,session:r},error:null}):this._returnResult({data:{user:null,session:null},error:null})})}catch(n){if(G(n))return this._returnResult({data:{user:null,session:null},error:n});throw n}}async _getSessionFromURL(e,n){var o;try{if(!pt())throw new nc("No browser detected.");

167if(e.error||e.error_description||e.error_code)throw new nc(e.error_description||"Error in URL with unspecified error_description",{error:e.error||"unspecified_error",code:e.error_code||"unspecified_code"});switch(n){case"implicit":if(this.flowType==="pkce")throw new Ew("Not a valid PKCE flow url.");break;case"pkce":if(this.flowType==="implicit")throw new nc("Not a valid implicit grant flow url.");break;default:}if(n==="pkce"){if(this._debug("#_initialize()","begin","is PKCE flow",!0),!e.code)throw new Ew("No code detected.");const{data:b,error:x}=await this._exchangeCodeForSession(e.code);if(x)throw x;const S=new URL(window.location.href);return S.searchParams.delete("code"),window.history.replaceState(window.history.state,"",S.toString()),{data:{session:b.session,redirectType:(o=b.redirectType)!==null&&o!==void 0?o:null},error:null}}const{provider_token:r,provider_refresh_token:a,access_token:s,refresh_token:i,expires_in:l,expires_at:c,token_type:u}=e;if(!s||!l||!i||!u)throw new nc("No session defined in URL");const d=Math.round(Date.now()/1e3),g=parseInt(l);let p=d+g;c&&(p=parseInt(c));const v=p-d;v*1e3<=co&&console.warn(`@supabase/gotrue-js: Session as retrieved from URL expires in ${v}s, should have been closer to ${g}s`);const y=p-g;d-y>=120?console.warn("@supabase/gotrue-js: Session as retrieved from URL was issued over 120s ago, URL could be stale",y,p,d):d-y<0&&console.warn("@supabase/gotrue-js: Session as retrieved from URL was issued in the future? Check the device clock for skew",y,p,d);const{data:k,error:w}=await this._getUser(s);if(w)throw w;const m={provider_token:r,provider_refresh_token:a,access_token:s,expires_in:g,expires_at:p,refresh_token:i,token_type:u,user:k.user};return window.location.hash="",this._debug("#_getSessionFromURL()","clearing window.location.hash"),this._returnResult({data:{session:m,redirectType:e.type},error:null})}catch(r){if(G(r))return this._returnResult({data:{session:null,redirectType:null},error:r});throw r}}_isImplicitGrantCallback(e){return typeof this.detectSessionInUrl=="function"?this.detectSessionInUrl(new URL(window.location.href),e):!!(e.access_token||e.error||e.error_description||e.error_code)}async _isPKCECallback(e){const n=await pn(this.storage,`${this.storageKey}-code-verifier`);return!!(e.code&&n)}async signOut(e={scope:"global"}){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._signOut(e)):await this._signOut(e)}async _signOut({scope:e}={scope:"global"}){return await this._useSession(async n=>{var o;const{data:r,error:a}=n;if(a&&!ec(a))return this._returnResult({error:a});const s=(o=r.session)===null||o===void 0?void 0:o.access_token;if(s){const{error:i}=await this.admin.signOut(s,e);if(i&&!(qI(i)&&(i.status===404||i.status===401||i.status===403)||ec(i)))return this._returnResult({error:i})}return e!=="others"&&(await this._removeSession(),await Ve(this.storage,`${this.storageKey}-code-verifier`)),this._returnResult({error:null})})}onAuthStateChange(e){const n=JI(),o={id:n,callback:e,unsubscribe:()=>{this._debug("#unsubscribe()","state change callback with id removed",n),this.stateChangeEmitters.delete(n)}};return this._debug("#onAuthStateChange()","registered callback with id",n),this.stateChangeEmitters.set(n,o),(async()=>(await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>{this._emitInitialSession(n)}):await this._emitInitialSession(n)))(),{data:{subscription:o}}}async _emitInitialSession(e){return await this._useSession(async n=>{var o,r;try{const{data:{session:a},error:s}=n;if(s)throw s;await((o=this.stateChangeEmitters.get(e))===null||o===void 0?void 0:o.callback("INITIAL_SESSION",a)),this._debug("INITIAL_SESSION","callback id",e,"session",a)}catch(a){await((r=this.stateChangeEmitters.get(e))===null||r===void 0?void 0:r.callback("INITIAL_SESSION",null)),this._debug("INITIAL_SESSION","callback id",e,"error",a),ec(a)?console.warn(a):console.error(a)}})}async resetPasswordForEmail(e,n={}){let o=null,r=null;this.flowType==="pkce"&&([o,r]=await Ar(this.storage,this.storageKey,!0));try{return await X(this.fetch,"POST",`${this.url}

167/recover`,{body:{email:e,code_challenge:o,code_challenge_method:r,gotrue_meta_security:{captcha_token:n.captchaToken}},headers:this.headers,redirectTo:n.redirectTo})}catch(a){if(await Ve(this.storage,`${this.storageKey}-code-verifier`),G(a))return this._returnResult({data:null,error:a});throw a}}async getUserIdentities(){var e;try{const{data:n,error:o}=await this.getUser();if(o)throw o;return this._returnResult({data:{identities:(e=n.user.identities)!==null&&e!==void 0?e:[]},error:null})}catch(n){if(G(n))return this._returnResult({data:null,error:n});throw n}}async linkIdentity(e){return"token"in e?this.linkIdentityIdToken(e):this.linkIdentityOAuth(e)}async linkIdentityOAuth(e){var n;try{const{data:o,error:r}=await this._useSession(async a=>{var s,i,l,c,u;const{data:d,error:g}=a;if(g)throw g;const p=await this._getUrlForProvider(`${this.url}/user/identities/authorize`,e.provider,{redirectTo:(s=e.options)===null||s===void 0?void 0:s.redirectTo,scopes:(i=e.options)===null||i===void 0?void 0:i.scopes,queryParams:(l=e.options)===null||l===void 0?void 0:l.queryParams,skipBrowserRedirect:!0});return await X(this.fetch,"GET",p,{headers:this.headers,jwt:(u=(c=d.session)===null||c===void 0?void 0:c.access_token)!==null&&u!==void 0?u:void 0})});if(r)throw r;return pt()&&!(!((n=e.options)===null||n===void 0)&&n.skipBrowserRedirect)&&window.location.assign(o==null?void 0:o.url),this._returnResult({data:{provider:e.provider,url:o==null?void 0:o.url},error:null})}catch(o){if(G(o))return this._returnResult({data:{provider:e.provider,url:null},error:o});throw o}}async linkIdentityIdToken(e){return await this._useSession(async n=>{var o;try{const{error:r,data:{session:a}}=n;if(r)throw r;const{options:s,provider:i,token:l,access_token:c,nonce:u}=e,d=await X(this.fetch,"POST",`${this.url}/token?grant_type=id_token`,{headers:this.headers,jwt:(o=a==null?void 0:a.access_token)!==null&&o!==void 0?o:void 0,body:{provider:i,id_token:l,access_token:c,nonce:u,link_identity:!0,gotrue_meta_security:{captcha_token:s==null?void 0:s.captchaToken}},xform:Vt}),{data:g,error:p}=d;return p?this._returnResult({data:{user:null,session:null},error:p}):!g||!g.session||!g.user?this._returnResult({data:{user:null,session:null},error:new pa}):(g.session&&(await this._saveSession(g.session),await this._notifyAllSubscribers("USER_UPDATED",g.session)),this._returnResult({data:g,error:p}))}catch(r){if(await Ve(this.storage,`${this.storageKey}-code-verifier`),G(r))return this._returnResult({data:{user:null,session:null},error:r});throw r}})}async unlinkIdentity(e){try{return await this._useSession(async n=>{var o,r;const{data:a,error:s}=n;if(s)throw s;return await X(this.fetch,"DELETE",`${this.url}/user/identities/${e.identity_id}`,{headers:this.headers,jwt:(r=(o=a.session)===null||o===void 0?void 0:o.access_token)!==null&&r!==void 0?r:void 0})})}catch(n){if(G(n))return this._returnResult({data:null,error:n});throw n}}async _refreshAccessToken(e){const n="#_refreshAccessToken()";this._debug(n,"begin");try{const o=Date.now();return await e8(async r=>(r>0&&await XI(200*Math.pow(2,r-1)),this._debug(n,"refreshing attempt",r),await X(this.fetch,"POST",`${this.url}/token?grant_type=refresh_token`,{body:{refresh_token:e},headers:this.headers,xform:Vt})),(r,a)=>{const s=200*Math.pow(2,r);return a&&Iw(a)&&Date.now()+s-o<co})}catch(o){if(this._debug(n,"error",o),G(o))return this._returnResult({data:{session:null,user:null},error:o});throw o}finally{this._debug(n,"end")}}_isValidSession(e){return typeof e=="object"&&e!==null&&"access_token"in e&&"refresh_token"in e&&"expires_at"in e}async _handleProviderSignIn(e,n){const o=await this._getUrlForProvider(`${this.url}/authorize`,e,{redirectTo:n.redirectTo,scopes:n.scopes,queryParams:n.queryParams});return this._debug("#_handleProviderSignIn()","provider",e,"options",n,"url",o),pt()&&!n.skipBrowserRedirect&&window.location.assign(o),{data:{provider:e,url:o},error:null}}async _recoverAndRefresh(){var e,n;const o="#_recoverAndRefresh()";this._debug(o,"begin");try{const r=await pn(this.storage,this.storageKey);if(r&&this.userStorage){let s=await pn(this.userStorage,this.storageKey+"-user");!this.storage.isServer&&Object.is(this.storage,this.userStorage)&&!s&&(s={user:r.user},await va(this.userStorage,this.storageKey+"-user",s)),r.user=(e=s==null?void 0:s.user)!==null&&e!==void 0?e:ld()}else if(r&&!r.user&&!r.user){const s=await pn(this.storage,this.storageKey+"-user");s&&(s!=null&&s.user)?(r.user=s.user,await Ve(this.storage,this.storageKey+"-user"),await va(this.storage,this.storageKey,r)):r.user=ld()}if(this._debug(o,"session from storage",r),!this._isValidSession(r)){this._debug(o,"session is not val

167id"),r!==null&&await this._removeSession();return}const a=((n=r.expires_at)!==null&&n!==void 0?n:1/0)*1e3-Date.now()<id;if(this._debug(o,`session has${a?"":" not"} expired with margin of ${id}s`),a){if(this.autoRefreshToken&&r.refresh_token){const{error:s}=await this._callRefreshToken(r.refresh_token);s&&(zI(s)?this._debug(o,"refresh discarded by commit guard",s):this._debug(o,"refresh failed",s))}}else if(r.user&&r.user.__isUserNotAvailableProxy===!0)try{const{data:s,error:i}=await this._getUser(r.access_token);!i&&(s!=null&&s.user)?(r.user=s.user,await this._saveSession(r),await this._notifyAllSubscribers("SIGNED_IN",r)):this._debug(o,"could not get user data, skipping SIGNED_IN notification")}catch(s){console.error("Error getting user data:",s),this._debug(o,"error getting user data, skipping SIGNED_IN notification",s)}else await this._notifyAllSubscribers("SIGNED_IN",r)}catch(r){this._debug(o,"error",r),console.error(r);return}finally{this._debug(o,"end")}}async _callRefreshToken(e){var n,o;if(!e)throw new tt;if(this.refreshingDeferred)return this.refreshingDeferred.promise;if(this.lastRefreshFailure&&this.lastRefreshFailure.refreshToken===e&&Date.now()<this.lastRefreshFailure.expiresAt)return this._debug("#_callRefreshToken()","returning cached failure (cooldown active)"),this.lastRefreshFailure.result;const r="#_callRefreshToken()";this._debug(r,"begin");try{this.refreshingDeferred=new su;const a=await pn(this.storage,this.storageKey),{data:s,error:i}=await this._refreshAccessToken(e);if(i)throw i;if(!s.session)throw new tt;const l=await pn(this.storage,this.storageKey);if(a!==null&&(l===null||l.refresh_token!==a.refresh_token)){this._debug(r,"commit guard: storage changed since refresh started, discarding rotated tokens",{startedWith:"present",nowHolds:l?"replaced":"cleared"});const g={data:null,error:new Pw};return this.refreshingDeferred.resolve(g),g}const u=this._sessionRemovalEpoch;if(await this._saveSession(s.session),this._sessionRemovalEpoch!==u){this._debug(r,"commit guard (post-save): _removeSession ran during _saveSession, undoing write"),await Ve(this.storage,this.storageKey),this.userStorage&&await Ve(this.userStorage,this.storageKey+"-user");const g={data:null,error:new Pw};return this.refreshingDeferred.resolve(g),g}await this._notifyAllSubscribers("TOKEN_REFRESHED",s.session);const d={data:s.session,error:null};return this.lastRefreshFailure=null,this.refreshingDeferred.resolve(d),d}catch(a){if(this._debug(r,"error",a),G(a)){const s={data:null,error:a};if(!Iw(a)){const i=await pn(this.storage,this.storageKey);!!(i!=null&&i.expires_at&&i.expires_at*1e3>Date.now())?this._debug(r,"proactive refresh failed, access token still valid — preserving session"):await this._removeSession()}return this.lastRefreshFailure={refreshToken:e,result:s,expiresAt:Date.now()+OI},(n=this.refreshingDeferred)===null||n===void 0||n.resolve(s),s}throw(o=this.refreshingDeferred)===null||o===void 0||o.reject(a),a}finally{this.refreshingDeferred=null,this._debug(r,"end")}}async _notifyAllSubscribers(e,n,o=!0){const r=`#_notifyAllSubscribers(${e})`;this._debug(r,"begin",n,`broadcast = ${o}`);try{this.broadcastChannel&&o&&this.broadcastChannel.postMessage({event:e,session:n});const a=[],s=Array.from(this.stateChangeEmitters.values()).map(async i=>{try{await i.callback(e,n)}catch(l){a.push(l)}});if(await Promise.all(s),a.length>0){for(let i=0;i<a.length;i+=1)console.error(a[i]);throw a[0]}}finally{this._debug(r,"end")}}async _saveSession(e){this._debug("#_saveSession()",e),this.suppressGetSessionWarning=!0,await Ve(this.storage,`${this.storageKey}-code-verifier`);const n=Object.assign({},e),o=n.user&&n.user.__isUserNotAvailableProxy===!0;if(this.userStorage){!o&&n.user&&await va(this.userStorage,this.storageKey+"-user",{user:n.user});const r=Object.assign({},n);delete r.user;const a=Rw(r);await va(this.storage,this.storageKey,a)}else{const r=Rw(n);await va(this.storage,this.storageKey,r)}}async _removeSession(){this._sessionRemovalEpoch+=1,this._debug("#_removeSession()"),this.lastRefreshFailure=null,this.suppressGetSessionWarning=!1,await Ve(this.storage,this.storageKey),await Ve(this.storage,this.storageKey+"-code-verifier"),await Ve(this.storage,this.storageKey+"-user"),this.userStorage&&await Ve(this.userStorage,this.storageKey+"-user"),await this._notifyAllSubscribers("SIGNED_OUT",null)}_removeVisibilityChangedCallback(){this._debug("#_removeVisibilityChangedCallback()");const e=this.visibilityChangedCallback;this.visibilityChangedCallback=null;try{e&&pt()&&(window!=null&&window.removeEventListener)&&window.removeEventListener("visibilitychange",e)}

167catch(n){console.error("removing visibilitychange callback failed",n)}}async _startAutoRefresh(){await this._stopAutoRefresh(),this._debug("#_startAutoRefresh()");const e=setInterval(()=>this._autoRefreshTokenTick(),co);this.autoRefreshTicker=e,e&&typeof e=="object"&&typeof e.unref=="function"?e.unref():typeof Deno<"u"&&typeof Deno.unrefTimer=="function"&&Deno.unrefTimer(e);const n=setTimeout(async()=>{await this.initializePromise,await this._autoRefreshTokenTick()},0);this.autoRefreshTickTimeout=n,n&&typeof n=="object"&&typeof n.unref=="function"?n.unref():typeof Deno<"u"&&typeof Deno.unrefTimer=="function"&&Deno.unrefTimer(n)}async _stopAutoRefresh(){this._debug("#_stopAutoRefresh()");const e=this.autoRefreshTicker;this.autoRefreshTicker=null,e&&clearInterval(e);const n=this.autoRefreshTickTimeout;this.autoRefreshTickTimeout=null,n&&clearTimeout(n)}async startAutoRefresh(){this._removeVisibilityChangedCallback(),await this._startAutoRefresh()}async stopAutoRefresh(){this._removeVisibilityChangedCallback(),await this._stopAutoRefresh()}async dispose(){var e;this._removeVisibilityChangedCallback(),await this._stopAutoRefresh(),(e=this.broadcastChannel)===null||e===void 0||e.close(),this.broadcastChannel=null,this.stateChangeEmitters.clear()}async _autoRefreshTokenTick(){if(this._debug("#_autoRefreshTokenTick()","begin"),this.lock!=null){try{await this._acquireLock(0,async()=>{try{const e=Date.now();try{return await this._useSession(async n=>{const{data:{session:o}}=n;if(!o||!o.refresh_token||!o.expires_at){this._debug("#_autoRefreshTokenTick()","no session");return}const r=Math.floor((o.expires_at*1e3-e)/co);this._debug("#_autoRefreshTokenTick()",`access token expires in ${r} ticks, a tick lasts ${co}ms, refresh threshold is ${oi} ticks`),r<=oi&&await this._callRefreshToken(o.refresh_token)})}catch(n){console.error("Auto refresh tick failed with error. This is likely a transient error.",n)}}finally{this._debug("#_autoRefreshTokenTick()","end")}})}catch(e){if(e instanceof w8)this._debug("auto refresh token tick lock not available");else throw e}return}if(this.refreshingDeferred!==null){this._debug("#_autoRefreshTokenTick()","refresh already in flight, skipping");return}try{const e=Date.now();try{await this._useSession(async n=>{const{data:{session:o}}=n;if(!o||!o.refresh_token||!o.expires_at){this._debug("#_autoRefreshTokenTick()","no session");return}const r=Math.floor((o.expires_at*1e3-e)/co);this._debug("#_autoRefreshTokenTick()",`access token expires in ${r} ticks, a tick lasts ${co}ms, refresh threshold is ${oi} ticks`),r<=oi&&await this._callRefreshToken(o.refresh_token)})}catch(n){console.error("Auto refresh tick failed with error. This is likely a transient error.",n)}}finally{this._debug("#_autoRefreshTokenTick()","end")}}async _handleVisibilityChange(){if(this._debug("#_handleVisibilityChange()"),!pt()||!(window!=null&&window.addEventListener))return this.autoRefreshToken&&this.startAutoRefresh(),!1;try{this.visibilityChangedCallback=async()=>{try{await this._onVisibilityChanged(!1)}catch(e){this._debug("#visibilityChangedCallback","error",e)}},window==null||window.addEventListener("visibilitychange",this.visibilityChangedCallback),await this._onVisibilityChanged(!0)}catch(e){console.error("_handleVisibilityChange",e)}}async _onVisibilityChanged(e){const n=`#_onVisibilityChanged(${e})`;if(this._debug(n,"visibilityState",document.visibilityState),document.visibilityState==="visible"){if(this.autoRefreshToken&&this._startAutoRefresh(),!e)if(await this.initializePromise,this.lock!=null)await this._acquireLock(this.lockAcquireTimeout,async()=>{if(document.visibilityState!=="visible"){this._debug(n,"acquired the lock to recover the session, but the browser visibilityState is no longer visible, aborting");return}await this._recoverAndRefresh()});else{if(document.visibilityState!=="visible"){this._debug(n,"visibilityState is no longer visible, skipping recovery");return}await this._recoverAndRefresh()}}else document.visibilityState==="hidden"&&this.autoRefreshToken&&this._stopAutoRefresh()}async _getUrlForProvider(e,n,o){const r=[`provider=${encodeURIComponent(n)}`];if(o!=null&&o.redirectTo&&r.push(`redirect_to=${encodeURIComponent(o.redirectTo)}`),o!=null&&o.scopes&&r.push(`scopes=${encodeURIComponent(o.scopes)}`),this.flowType==="pkce"){const[a,s]=await Ar(this.storage,this.storageKey),i=new URLSearchParams({code_challenge:`${encodeURIComponent(a)}`,code_challenge_method:`${encodeURIComponent(s)}`});

167r.push(i.toString())}if(o!=null&&o.queryParams){const a=new URLSearchParams(o.queryParams);r.push(a.toString())}return o!=null&&o.skipBrowserRedirect&&r.push(`skip_http_redirect=${o.skipBrowserRedirect}`),`${e}?${r.join("&")}`}async _unenroll(e){try{return await this._useSession(async n=>{var o;const{data:r,error:a}=n;return a?this._returnResult({data:null,error:a}):await X(this.fetch,"DELETE",`${this.url}/factors/${e.factorId}`,{headers:this.headers,jwt:(o=r==null?void 0:r.session)===null||o===void 0?void 0:o.access_token})})}catch(n){if(G(n))return this._returnResult({data:null,error:n});throw n}}async _enroll(e){try{return await this._useSession(async n=>{var o,r;const{data:a,error:s}=n;if(s)return this._returnResult({data:null,error:s});const i=Object.assign({friendly_name:e.friendlyName,factor_type:e.factorType},e.factorType==="phone"?{phone:e.phone}:e.factorType==="totp"?{issuer:e.issuer}:{}),{data:l,error:c}=await X(this.fetch,"POST",`${this.url}/factors`,{body:i,headers:this.headers,jwt:(o=a==null?void 0:a.session)===null||o===void 0?void 0:o.access_token});return c?this._returnResult({data:null,error:c}):(e.factorType==="totp"&&l.type==="totp"&&(!((r=l==null?void 0:l.totp)===null||r===void 0)&&r.qr_code)&&(l.totp.qr_code=`data:image/svg+xml;utf-8,${l.totp.qr_code}`),this._returnResult({data:l,error:null}))})}catch(n){if(G(n))return this._returnResult({data:null,error:n});throw n}}async _verify(e){const n=async()=>{try{return await this._useSession(async o=>{var r;const{data:a,error:s}=o;if(s)return this._returnResult({data:null,error:s});const i=Object.assign({challenge_id:e.challengeId},"webauthn"in e?{webauthn:Object.assign(Object.assign({},e.webauthn),{credential_response:e.webauthn.type==="create"?Hw(e.webauthn.credential_response):zw(e.webauthn.credential_response)})}:{code:e.code}),{data:l,error:c}=await X(this.fetch,"POST",`${this.url}/factors/${e.factorId}/verify`,{body:i,headers:this.headers,jwt:(r=a==null?void 0:a.session)===null||r===void 0?void 0:r.access_token});return c?this._returnResult({data:null,error:c}):(await this._saveSession(Object.assign({expires_at:Math.round(Date.now()/1e3)+l.expires_in},l)),await this._notifyAllSubscribers("MFA_CHALLENGE_VERIFIED",l),this._returnResult({data:l,error:c}))})}catch(o){if(G(o))return this._returnResult({data:null,error:o});throw o}};return this.lock!=null?this._acquireLock(this.lockAcquireTimeout,n):n()}async _challenge(e){const n=async()=>{try{return await this._useSession(async o=>{var r;const{data:a,error:s}=o;if(s)return this._returnResult({data:null,error:s});const i=await X(this.fetch,"POST",`${this.url}/factors/${e.factorId}/challenge`,{body:e,headers:this.headers,jwt:(r=a==null?void 0:a.session)===null||r===void 0?void 0:r.access_token});if(i.error)return i;const{data:l}=i;if(l.type!=="webauthn")return{data:l,error:null};switch(l.webauthn.type){case"create":return{data:Object.assign(Object.assign({},l),{webauthn:Object.assign(Object.assign({},l.webauthn),{credential_options:Object.assign(Object.assign({},l.webauthn.credential_options),{publicKey:qw(l.webauthn.credential_options.publicKey)})})}),error:null};case"request":return{data:Object.assign(Object.assign({},l),{webauthn:Object.assign(Object.assign({},l.webauthn),{credential_options:Object.assign(Object.assign({},l.webauthn.credential_options),{publicKey:Fw(l.webauthn.credential_options.publicKey)})})}),error:null}}})}catch(o){if(G(o))return this._returnResult({data:null,error:o});throw o}};return this.lock!=null?this._acquireLock(this.lockAcquireTimeout,n):n()}async _challengeAndVerify(e){const{data:n,error:o}=await this._challenge({factorId:e.factorId});return o?this._returnResult({data:null,error:o}):await this._verify({factorId:e.factorId,challengeId:n.id,code:e.code})}async _listFactors(){var e;const{data:{user:n},error:o}=await this.getUser();if(o)return{data:null,error:o};const r={all:[],phone:[],totp:[],webauthn:[]};for(const a of(e=n==null?void 0:n.factors)!==null&&e!==void 0?e:[])r.all.push(a),a.status==="verified"&&r[a.factor_type].push(a);return{data:r,error:null}}async _getAuthenticatorAssuranceLevel(e){var n,o,r,a;

167if(e)try{const{payload:p}=oc(e);let v=null;p.aal&&(v=p.aal);let y=v;const{data:{user:k},error:w}=await this.getUser(e);if(w)return this._returnResult({data:null,error:w});((o=(n=k==null?void 0:k.factors)===null||n===void 0?void 0:n.filter(x=>x.status==="verified"))!==null&&o!==void 0?o:[]).length>0&&(y="aal2");const b=p.amr||[];return{data:{currentLevel:v,nextLevel:y,currentAuthenticationMethods:b},error:null}}catch(p){if(G(p))return this._returnResult({data:null,error:p});throw p}const{data:{session:s},error:i}=await this.getSession();if(i)return this._returnResult({data:null,error:i});if(!s)return{data:{currentLevel:null,nextLevel:null,currentAuthenticationMethods:[]},error:null};const{payload:l}=oc(s.access_token);let c=null;l.aal&&(c=l.aal);let u=c;((a=(r=s.user.factors)===null||r===void 0?void 0:r.filter(p=>p.status==="verified"))!==null&&a!==void 0?a:[]).length>0&&(u="aal2");const g=l.amr||[];return{data:{currentLevel:c,nextLevel:u,currentAuthenticationMethods:g},error:null}}async _getAuthorizationDetails(e){try{return await this._useSession(async n=>{const{data:{session:o},error:r}=n;return r?this._returnResult({data:null,error:r}):o?await X(this.fetch,"GET",`${this.url}/oauth/authorizations/${e}`,{headers:this.headers,jwt:o.access_token,xform:a=>({data:a,error:null})}):this._returnResult({data:null,error:new tt})})}catch(n){if(G(n))return this._returnResult({data:null,error:n});throw n}}async _approveAuthorization(e,n){try{return await this._useSession(async o=>{const{data:{session:r},error:a}=o;if(a)return this._returnResult({data:null,error:a});if(!r)return this._returnResult({data:null,error:new tt});const s=await X(this.fetch,"POST",`${this.url}/oauth/authorizations/${e}/consent`,{headers:this.headers,jwt:r.access_token,body:{action:"approve"},xform:i=>({data:i,error:null})});return s.data&&s.data.redirect_url&&pt()&&!(n!=null&&n.skipBrowserRedirect)&&window.location.assign(s.data.redirect_url),s})}catch(o){if(G(o))return this._returnResult({data:null,error:o});throw o}}async _denyAuthorization(e,n){try{return await this._useSession(async o=>{const{data:{session:r},error:a}=o;if(a)return this._returnResult({data:null,error:a});if(!r)return this._returnResult({data:null,error:new tt});const s=await X(this.fetch,"POST",`${this.url}/oauth/authorizations/${e}/consent`,{headers:this.headers,jwt:r.access_token,body:{action:"deny"},xform:i=>({data:i,error:null})});return s.data&&s.data.redirect_url&&pt()&&!(n!=null&&n.skipBrowserRedirect)&&window.location.assign(s.data.redirect_url),s})}catch(o){if(G(o))return this._returnResult({data:null,error:o});throw o}}async _listOAuthGrants(){try{return await this._useSession(async e=>{const{data:{session:n},error:o}=e;return o?this._returnResult({data:null,error:o}):n?await X(this.fetch,"GET",`${this.url}/user/oauth/grants`,{headers:this.headers,jwt:n.access_token,xform:r=>({data:r,error:null})}):this._returnResult({data:null,error:new tt})})}catch(e){if(G(e))return this._returnResult({data:null,error:e});throw e}}async _revokeOAuthGrant(e){try{return await this._useSession(async n=>{const{data:{session:o},error:r}=n;return r?this._returnResult({data:null,error:r}):o?(await X(this.fetch,"DELETE",`${this.url}/user/oauth/grants`,{headers:this.headers,jwt:o.access_token,query:{client_id:e.clientId},noResolveJson:!0}),{data:{},error:null}):this._returnResult({data:null,error:new tt})})}catch(n){if(G(n))return this._returnResult({data:null,error:n});throw n}}async fetchJwk(e,n={keys:[]}){let o=n.keys.find(i=>i.kid===e);if(o)return o;const r=Date.now();if(o=this.jwks.keys.find(i=>i.kid===e),o&&this.jwks_cached_at+DI>r)return o;const{data:a,error:s}=await X(this.fetch,"GET",`${this.url}/.well-known/jwks.json`,{headers:this.headers});if(s)throw s;return!a.keys||a.keys.length===0||(this.jwks=a,this.jwks_cached_at=r,o=a.keys.find(i=>i.kid===e),!o)?null:o}async getClaims(e,n={}){try{let o=e;if(!o){const{data:p,error:v}

167=await this.getSession();if(v||!p.session)return this._returnResult({data:null,error:v});o=p.session.access_token}const{header:r,payload:a,signature:s,raw:{header:i,payload:l}}=oc(o);if(!(n!=null&&n.allowExpired))try{i8(a.exp)}catch(p){throw new ch(p instanceof Error?p.message:"JWT validation failed")}const c=!r.alg||r.alg.startsWith("HS")||!r.kid||!("crypto"in globalThis&&"subtle"in globalThis.crypto)?null:await this.fetchJwk(r.kid,n!=null&&n.keys?{keys:n.keys}:n==null?void 0:n.jwks);if(!c){const{error:p}=await this.getUser(o);if(p)throw p;return{data:{claims:a,header:r,signature:s},error:null}}const u=l8(r.alg),d=await crypto.subtle.importKey("jwk",c,u,!0,["verify"]);if(!await crypto.subtle.verify(u,d,s,GI(`${i}.${l}`)))throw new ch("Invalid JWT signature");return{data:{claims:a,header:r,signature:s},error:null}}catch(o){if(G(o))return this._returnResult({data:null,error:o});throw o}}async signInWithPasskey(e){var n,o,r;gn(this.experimental);try{if(!dh())return this._returnResult({data:null,error:new Sn("Browser does not support WebAuthn",null)});const{data:a,error:s}=await this._startPasskeyAuthentication({options:{captchaToken:(n=e==null?void 0:e.options)===null||n===void 0?void 0:n.captchaToken}});if(s||!a)return this._returnResult({data:null,error:s});const i=Fw(a.options),l=(r=(o=e==null?void 0:e.options)===null||o===void 0?void 0:o.signal)!==null&&r!==void 0?r:Zp.createNewAbortSignal(),{data:c,error:u}=await i2({publicKey:i,signal:l});if(u||!c)return this._returnResult({data:null,error:u??new Sn("WebAuthn ceremony failed",null)});const d=zw(c);return this._verifyPasskeyAuthentication({challengeId:a.challenge_id,credential:d})}catch(a){if(G(a))return this._returnResult({data:null,error:a});throw a}}async registerPasskey(e){var n,o;gn(this.experimental);try{if(!dh())return this._returnResult({data:null,error:new Sn("Browser does not support WebAuthn",null)});const{data:r,error:a}=await this._startPasskeyRegistration();if(a||!r)return this._returnResult({data:null,error:a});const s=qw(r.options),i=(o=(n=e==null?void 0:e.options)===null||n===void 0?void 0:n.signal)!==null&&o!==void 0?o:Zp.createNewAbortSignal(),{data:l,error:c}=await s2({publicKey:s,signal:i});if(c||!l)return this._returnResult({data:null,error:c??new Sn("WebAuthn ceremony failed",null)});const u=Hw(l);return this._verifyPasskeyRegistration({challengeId:r.challenge_id,credential:u})}catch(r){if(G(r))return this._returnResult({data:null,error:r});throw r}}async _startPasskeyRegistration(){gn(this.experimental);try{return await this._useSession(async e=>{const{data:{session:n},error:o}=e;if(o)return this._returnResult({data:null,error:o});if(!n)return this._returnResult({data:null,error:new tt});const{data:r,error:a}=await X(this.fetch,"POST",`${this.url}/passkeys/registration/options`,{headers:this.headers,jwt:n.access_token,body:{}});return a?this._returnResult({data:null,error:a}):this._returnResult({data:r,error:null})})}catch(e){if(G(e))return this._returnResult({data:null,error:e});throw e}}async _verifyPasskeyRegistration(e){gn(this.experimental);try{return await this._useSession(async n=>{const{data:{session:o},error:r}=n;if(r)return this._returnResult({data:null,error:r});if(!o)return this._returnResult({data:null,error:new tt});const{data:a,error:s}=await X(this.fetch,"POST",`${this.url}/passkeys/registration/verify`,{headers:this.headers,jwt:o.access_token,body:{challenge_id:e.challengeId,credential:e.credential}});return s?this._returnResult({data:null,error:s}):this._returnResult({data:a,error:null})})}catch(n){if(G(n))return this._returnResult({data:null,error:n});throw n}}async _startPasskeyAuthentication(e){var n;gn(this.experimental);try{const{data:o,error:r}=await X(this.fetch,"POST",`${this.url}/passkeys/authentication/options`,{headers:this.headers,body:{gotrue_meta_security:{captcha_token:(n=e==null?void 0:e.options)===null||n===void 0?void 0:n.captchaToken}}});return r?this._returnResult({data:null,error:r}):this._returnResult({data:o,error:null})}catch(o){if(G(o))return this._returnResult({data:null,error:o});throw o}}async _verifyPasskeyAuthentication(e){gn(this.experimental);try{const{data:n,error:o}=await X(this.fetch,"POST",`${this.url}/passkeys/authentication/verify`,{headers:this.headers,body:{challenge_id:e.challengeId,credential:e.credential},xform:Vt});return o?this._returnResult({data:null,error:o}):(n.session&&(await this._saveSession(n.session),await this._notifyAllSubscribers("SIGNED_IN",n.session)),this._returnResult({data:n,error:null}))}catch(n){if(G(n))return this._returnResult({data:null,error:n});throw n}}async _listPasskeys(){gn(this.experimental);try{return await this._useSession(async e=>{const{data:{session:n},error:o}=e;if(o)return this._returnResult({data:null,error:o});if(!n)return this._returnResult({data:null,error:new tt});const{data:r,error:a}=await 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208
209If you want to hide the \`${e.titleName}\`, you can wrap it with our VisuallyHidden component.
210
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211pen with one index card standing above the rest",title:"Your buyer asked ChatGPT for a shortlist and you were not on it",slug:"generative-engine-optimization-b2b",category:["Frameworks","Enterprise Marketing"],seoTitle:"Generative Engine Optimization (GEO) Strategies for B2B Brands",seoDescription:"A practical GEO guide for B2B: how generative engines pick sources, what to change on your pages, and how to measure citations instead of rankings.",excerpt:"Rankings flat, traffic flat, pipeline gone. The shortlist got built inside an AI answer three weeks before anyone filled out a form, and your analytics will never show you that meeting.",readTime:6,author:"Shira Abel",datePublished:"2026-08-19",dateModified:"2026-08-20",tldr:"Generative engine optimization is the work of getting quoted inside an AI answer. B2B pages get quoted when they make checkable claims: named numbers, named sources, plain definitions, and a straight answer about who the product is not for.",faqSchema:[{question:"What is generative engine optimization (GEO)?",answer:"GEO is the practice of structuring content so generative engines such as ChatGPT, Perplexity, Google AI Overviews, and Copilot select and cite it when composing an answer. SEO competes for a ranked link. GEO competes for a sentence inside the answer itself."},{question:"How is GEO different from SEO and AEO?",answer:"SEO optimizes for position in a list of links. AEO is the industry label for optimizing to be cited by answer engines. GEO is the research term for the same discipline, focused on how generative models select source passages while they write. In practice a B2B team runs all three off one content operation."},{question:"Does GEO work for B2B companies with low search volume?",answer:"Yes. B2B buying questions are long, specific, and comparative, which is the query type buyers now hand to a model. A page that answers one narrow procurement question can be cited repeatedly at under 100 searches a month."},{question:"How do you measure GEO results?",answer:"Measure citation share. Run your buyers twenty real questions through ChatGPT, Perplexity, and Google AI Overviews on a fixed schedule, log which vendors get named and which of your URLs get linked, and split AI assistant referrals into their own channel in analytics."}],content:`<div class="blog-key-takeaways"><h2>Key takeaways</h2><ul><li>The shortlist gets built inside an AI answer, weeks before anyone touches your site.</li><li>Models quote pages that make checkable claims: numbers, named sources, plain definitions.</li><li>A 2024 Princeton and Georgia Tech study measured up to 40 percent more source visibility from adding quotes, statistics, and citations. Keyword stuffing did nothing.</li><li>Your narrowest, least glamorous pages get cited the most.</li><li>Log which vendors the model names for your buyers twenty real questions. That log replaces your rankings report.</li></ul></div>
212<p>A VP of marketing called me in June with flat traffic, fine rankings, and a pipeline that had fallen off a cliff. Sales kept hearing the same sentence in lost deals: "we went with the two vendors that came up in our research."</p>
213<p>Her buyer was a security director with 40 minutes and no patience. He asked a model to compare vendors for one specific workload, got three names with a paragraph each and four links, and forwarded it to his team as the shortlist. Nobody scrolled to position four. There was no position four.</p>
214<h2>What GEO actually is</h2>
215<p>Generative engine optimization is the work of getting your company quoted inside the answer. Success is one sentence in a generated response with your domain attached to it.</p>
216<p>The term comes out of <a href="https://arxiv.org/abs/2311.09735" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">a 2024 paper from Princeton, Georgia Tech, the Allen Institute, and IIT Delhi</a>. The researchers took real user queries, edited source pages in different ways, and measured which edits changed how often each source appeared in the generated answer. Quotations, statistics, and citations moved visibility by as much as 40 percent. Ke

216yword stuffing moved nothing, which surprised approximately no one who has read an AI answer lately.</p>
217<h3>SEO and GEO in one table</h3>
218<table><thead><tr><th></th><th>SEO</th><th>GEO</th></tr></thead><tbody><tr><td>Competes for</td><td>A ranked link</td><td>A sentence in the answer</td></tr><tr><td>Buyer behavior</td><td>Scan, click, read</td><td>Ask, accept, shortlist</td></tr><tr><td>Rewards</td><td>Authority and volume</td><td>Specificity and evidence</td></tr><tr><td>You measure</td><td>Position and traffic</td><td>Citation share</td></tr><tr><td>Moves in</td><td>Quarters</td><td>Weeks</td></tr></tbody></table>
219<p>If you already run <a href="/resources/blog/seo-is-no-longer-enough-b2b-guide-to-aeo" class="text-[#316263] font-bold underline">answer engine optimization</a>, keep the same operation and add one editing question: can a machine lift this paragraph and still be right?</p>
220<h2>Why the smaller company wins this one</h2>
221<p>B2B teams spent a decade losing search to publishers with bigger domains and more writers. Generative search hands part of that fight back.</p>
222<p>Buyer questions are prompts now. "Which SOC 2 automation platform handles a multi-entity European group with a US subsidiary" is a sentence, and G2 never wrote that listicle. The model assembles an answer out of whoever addressed the specifics, and that can be a 40 person company in Tel Aviv or Tallinn.</p>
223<p>The committee asks in parallel. The CFO asks about cost, the CISO asks about SOC 2 scope, the VP of engineering asks about the deployment model, three separate windows, none of them talking to each other yet. You need to be quotable in all three framings of the same deal.</p>
224<p>Specificity is the moat. "Median implementation is 11 weeks across 38 deployments" gets quoted. "Rapid time to value" gets skipped, because there is nothing in it to lift. (Every site I audit has at least four sentences that would survive being pasted onto a competitor's homepage. Those sentences were always dead weight. Now a machine agrees with me.)</p>
225<h2>Six edits that move it</h2>
226<ol>
227<li>Answer the question in the first 60 words of the section. Models excerpt from the top, and your narrative warm-up is where citations go to die.</li>
228<li>Attach a number to every claim: counts, weeks, dollars, sample sizes.</li>
229<li>Cite outward. Named studies, named analysts, named customers, with links.</li>
230<li>Define your category terms in the buyer's words, one clean sentence each. That sentence is what gets reused when someone asks what the category even is.</li>
231<li>Publish the comparison pages you have been avoiding: alternatives, build versus buy, honest fit criteria. Refuse, and a review aggregator writes your comparison for you.</li>
232<li>Keep the technical floor intact. Server-rendered HTML, real headings, Organization and FAQPage schema, and a robots policy that admits the AI crawlers you want citing you.</li>
233</ol>
234<h2>Say who you are not for</h2>
235<p>The fastest gain I see is the one founders fight hardest. Models are being asked to filter, and filtering runs on criteria. Name the company size, the region, the stack, and the situation where a competitor is the better call.</p>
236<p>You will land in fewer answers and win more of them. This is positioning work wearing a technical hat. When the sentence about who you serve is vague inside your own company, schema markup will not rescue it on the page.</p>
237<h2>Your new rankings report</h2>
238<p>Pull the twenty questions your buyers ask, in their words, off recorded sales calls instead of a keyword tool. Run them monthly through ChatGPT, Perplexity, Google AI Overviews, and Copilot. Log three things: are you named, who else is named, which URL got cited. Then split AI assistant referrals into their own channel in analytics, because right now that volume is hiding inside direct traffic.</p>
239<p>Citation share moves in weeks. Models re-crawl source material far faster than Google re-evaluates domain authority, which is the one piece of good news in this article.</p>
240<h2>Where to start this month</h2>
241<p>Pick the five questions that decide your deals. Write one page per question that answers it in the opening paragraph, backs it with numbers you can defend, cites outside sources, and says who the product is not for. Ship them, wait four weeks, re-run 

241your twenty questions.</p>
242<p>If you want to know why the model keeps naming someone else, the <a href="/us-enterprise-audit" class="text-[#316263] font-bold underline">US Enterprise Messaging Audit</a> scores how clearly your positioning lands with US buyers and with the machines they ask. It costs 19.99 USD.</p>`},{id:"6020",image:BP,heroGrade:"wasabi",imageAlt:"Editorial black and white studio still life of a single chrome mechanical lever arm mounted on a dark matte panel, caught mid-pull",title:'"Vibe Coding" Is Addictive: The Lure of the Variable Reward',slug:"vibe-coding-is-addictive",category:"Behavioral Science",seoTitle:'"Vibe Coding" Is Addictive: The Lure of the Variable Reward',seoDescription:"AI was supposed to give founders their evenings back. Variable reward, the near-miss effect, and METR's data explain why we're working more instead.",excerpt:"AI was supposed to make us faster. Instead everyone building is working more hours than before. The mechanism is the same one Skinner used to turn pigeons into gamblers, and METR has the numbers showing it distorts what we think we accomplished.",readTime:5,author:"Shira Abel",datePublished:"2026-07-26",dateModified:"2026-07-26",content:`<p>AI and "vibe coding" are making us work more than we ever did before, but I don't think it's for the reason most think it is.</p>
243<p>I was at a Women in Pavilion event last week and everyone who was building mentioned that they found themselves working more hours than less. I've seen the same sentiments mentioned on LinkedIn. While AI was supposed to be making us all so much more efficient and faster, we're finding ourselves working more while (possibly) getting more done.</p>
244<p>I think it's because we're all experiencing the addiction of a near miss. The mix of bad and great results is a variable reward and it's those rewards that fill our dreams with all of the things we can do. So we keep trying.</p>
245<h2>The lure of a variable reward</h2>
246<p><a href="https://www.bfskinner.org/product/schedules-of-reinforcement" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">B.F. Skinner and Charles Ferster</a> spent the 1950s testing what happens when you change the timing of a reward using pigeons and food. Fixed reward: food every fifth press. Variable ratio: food on average every fifth press, at unpredictable intervals. Variable reward produced the highest response rate and the strongest resistance to extinction. Cut the food off entirely and the fixed-reward birds quit fast. The variable-reward birds kept pressing. Skinner was confident enough about the mechanism to claim, in 1971, that he could turn a pigeon into a pathological gambler.</p>
247<p>A prompt is a variable reward. Most of them return something almost right. Occasionally one returns exactly the thing. You cannot predict which, and the unpredictability is what keeps you working far longer than you planned.</p>
248<h2>The near-win</h2>
249<p><a href="https://pmc.ncbi.nlm.nih.gov/articles/PMC2658737/" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">Luke Clark's lab at Cambridge</a> put people in an fMRI scanner with a simplified slot machine and separated three outcomes: wins, near-misses, and full misses. Near-misses were rated as less pleasant than full misses. They also increased the desire to keep playing. On the scans they recruited the striatal and insula circuitry that responded to actual wins.</p>
250<p>The near-miss only increased the urge to keep going on trials where the player had arranged the gamble themselves. Personal control is the condition under which almost-winning grips hardest.</p>
251<p>You write the prompt. You give massive amounts of context and examples of what good looks like. When the output comes back at 80 percent, you are the one who set the bar, so the 80 percent reads as evidence that you are close (you might be, and the feeling is identical either way).</p>
252<p>Clark's explanation for why the brain gets so excited by a near-miss: in skill games, a near-miss is information. Nearly missing the goal tells you how to adjust your foot, and the reward response is paying you for learning something. On a slot machine the near-miss teaches you nothing, and the reward response fires anyway.</p>
253<p>Building with AI sits on both sides of that line and gives you no way to tell which side you are on. Sometimes the almost-right output narrows the space and the next prompt lands. Sometimes you are pulling a lever with an orange on the payline. From inside the session, both feel like progress.</p>
254<h2>The cost of never-ending work</h2>
255<p>I'm working on building my first product, like so many non-technical people. I finally made the leap in the spring, building md files to wrap an 

255LLM. But things got much more serious when Claude's Fable was released. First there was the mystery of the product. According to the news rumors Anthropic itself had called Fable too strong for a full release, which of course had me desperate to try it the second it came out (if you've seen my videos and the Star Wars bobble-heads, my geekiness should not come as a surprise). Now I'm "coding", or at least giving comments to Claude about how something should be built, testing it, having it fail, pointing out the failures, and having it get better with each comment and build.</p>
256<p>
257</p>
258<p>I'm finding myself working 24/7. I always had a rule to not work past 7p because it affected my sleep too much. That's out the window. I now bring my laptop to bed and work on this product until I go to sleep, and start again when I wake up. Obsessive is an understatement. I'm addicted.</p>
259<h2>Our addiction is also killing our judgment</h2>
260<p><a href="https://metr.org/blog/2025-07-10-early-2025-ai-experienced-os-dev-study/" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">METR did an experiment</a>. 16 experienced devs worked on 246 tasks in their own repos and expected to be 24 percent faster. When asked how much more efficient AI made them, they believed they'd been 20 percent faster. In fact, they were 19 percent slower on the clock. The near-miss keeps us going, and our heads justify it after.</p>
261<p>In February 2026 METR tried and failed to rerun the study because developers refused $50 an hour to work without AI. On top of that 30 to 50 percent of participants wouldn't submit the tasks they thought AI would help with most. They failed to recruit, which kind of confirms my hypothesis.</p>
262<h2>Getting back to baseline</h2>
263<p>I think the addiction is temporary. As the newness of AI fades and people start to get used to the feeling of "almost", most of us will start to add boundaries back to our daily lives. Once you have seen the pattern and named it, the near-miss loses some of its power.</p>
264<p>The same thing happens in companies. At the beginning of a build, "almost" feels like progress and everyone is happy to stay late. By the third quarter of shipping all hours of the day and night it stops feeling like progress as you're exhausted and want your life back.</p>`},{id:"6014",image:jP,heroGrade:"wasabi",imageAlt:"Editorial black and white still life: a machined steel gear on the left representing positioning as the differentiation machine, and a vintage brass bell mid-vibration on the right representing brand as the memory machine",title:"Positioning, brand, and which one your company needs",slug:"positioning-brand-which-one-your-company-needs",category:["Positioning","Brand"],seoTitle:"Positioning vs. Brand: Which One Your B2B Company Needs",seoDescription:"Positioning is the differentiation machine. Brand is the memory machine. A framework for B2B leaders to decide which lever moves the next quarter.",excerpt:"Positioning and brand are not the same lever. They are two different machines, built for two different jobs, and knowing which one your company needs determines whether next quarter's budget moves deals.",readTime:6,author:"Shira Abel",datePublished:"2026-07-06",dateModified:"2026-07-06",tldr:"Positioning is the differentiation machine: it changes what the buyer believes about the problem before anyone compares features. Brand is the memory machine: it keeps you top of mind for the 95 percent of buyers who are not in market today. Most companies in saturated enterprise categories need both, in sequence. Positioning first, because brand investment amplifies whatever claim you make. Then brand, because even a sharp position fades if nobody remembers it during the years before the buyer enters the market.",faqSchema:[{question:"When is brand the right lever to reach for instead of positioning?",answer:"Brand is the right lever when your differentiation is already sharp and framed correctly, but buyers do not remember you exist when the buying window opens. It is also the right lever in commodity categories where buyers cannot perceive a meaningful difference between vendors, so memory and familiarity decide."},{question:"What is the 95:5 rule in B2B?",answer:"Professor John Dawes at the Ehrenberg-Bass Institute published the 95:5 rule through LinkedIn's B2B Institute in 2021. Companies change providers of services roughly every five years, which means about 5 percent of your potential buyers are in market in any given quarter. The other 95 percent are not shopping. Brand is how you exist in their memory anyway."},{question:"Should B2B companies invest in positioning first or brand first?",answer:"Positioning first. Brand investment amplifies whatever claim you make, and amplifying an undifferentiated claim just makes you a louder version of everyone else. Then brand, because even a sharp position fades if nobody remembers it during the years before the buyer enters the market."}

264],content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li>Positioning and brand are two different machines built for two different jobs. Positioning is the differentiation machine. Brand is the memory machine.</li><li>Roughly 95 percent of your potential buyers are not in market on any given day. Brand is how you exist in their memory until they are.</li><li>Buyers who felt they received personal value from a supplier were nearly three times more likely to develop high levels of brand commitment than those who saw only functional value (Gartner, 2024).</li><li>Bain and HBR found that buyers ranked cost as their top stated priority, but cost fell to 27th place in what actually drove loyalty, well behind emotional factors like reduced anxiety and reputational assurance.</li><li>Most companies in saturated enterprise categories need both, in sequence: positioning first, then brand.</li></ul></div>
265<p>Last week Louis Grenier published <a href="https://www.linkedin.com/feed/update/urn:li:activity:7477689551033909248/" target="_blank" rel="noopener noreferrer">a report on LinkedIn</a> about B2B SaaS and brand. It focused on using tactics better known from consumer advertising. One of his conclusions was that not enough companies are using sound in their advertising.</p>
266<p>Proof that no good idea happens in a vacuum, a few weeks ago I wrote about <a href="/resources/blog/memory-devices-allstate-enterprise-marketing" class="text-[#316263] font-bold underline">the memory devices behind Allstate's Mayhem campaign</a>, sonic branding, parallelism, novelty bias, and why B2B tech companies should be stealing them. Two people making the same argument in the same few weeks is a signal. Brand tactics are having a moment in B2B. <a href="https://www.stfo.io/research/b2b-brand-distinctiveness-2026/" target="_blank" rel="noopener noreferrer">His premise</a> set positioning as secondary, stating that staying front of mind is more impactful than differentiation.</p>
267<blockquote class="blog-pullquote"><p>&ldquo;I&rsquo;ve watched companies spend months sharpening their positioning, nailing their ICP, finding a true differentiation that would give the right people a compelling reason to pick them, and then ship a website, a campaign, an identity that&rsquo;s just&hellip; beige&hellip;&rdquo;</p><cite>&mdash; Louis Grenier</cite></blockquote>
268<p>Let&rsquo;s say that&rsquo;s true, the question leads to when brand is the right tool to reach for, instead of positioning?</p>
269<p>Positioning and brand are not the same lever. They are two different machines, built for two different jobs, and knowing which one your company needs determines whether next quarter's budget moves deals.</p>
270<h2>Positioning is the differentiation machine</h2>
271<p>Positioning is a claim about where you sit relative to the alternatives your buyer is already considering, including the alternative of doing nothing. The framework I use with clients asks three questions:</p>
272<ol>
273<li>Where do you sit in the buyer's mental map of options?</li>
274<li>How do you want them to feel when they encounter you?</li>
275<li>What do you want them to do next?</li>
276</ol>
277<p>Positioning is the foundation, not the whole house. Messaging turns that position into language each stakeholder on the buying committee can use, and storytelling makes the message memorable enough to survive the meetings your champion is in without you. I laid out that layering in <a href="/resources/blog/positioning-messaging-storytelling" class="text-[#316263] font-bold underline">What's the Difference Between Positioning, Messaging, and Storytelling?</a></p>
278<p><em>Brand answers a different question: whether anyone remembers you exist before they start looking, independent of who you are for, your why, or how you phrase it.</em></p>
279<p>And Louis differentiates himself with a bold, unfiltered personal brand. He is an expert in brand marketing, and his direct, no-filter voice is a deliberate choice that stands out for the mid-market SaaS audience he focuses on. My personal brand (the one you see on LinkedIn) is very buttoned up. Our market is companies that sell to enterprises, and I suspect his level of shock-and-awe cursing would not work for that audience. He&rsquo;

279s appealing to his audience using the brand methods he extols. It works. I think his content is great. His report inspired me to work on one for Hunter &amp; Bard focusing on deep tech. That will come out in a few weeks. I&rsquo;m also changing the methodology he used to better fit my philosophy on marketing.</p>
280<h3>How do you want them to feel?</h3>
281<p>The feel question is the one most enterprise tech companies skip, and it costs them. In a <a href="https://www.gartner.com/en/documents/5638391" target="_blank" rel="noopener noreferrer">2024 Gartner study</a> on the emotional B2B buying journey, buyers who felt they received personal value from a supplier were nearly three times more likely to develop high levels of brand commitment than those who saw only functional value. In other words, they were loyal due to an emotional payoff to them as an individual rather than to their company. These were enterprise purchases, the kind where a bad call follows the buyer into their next performance review. The dominant emotion is fear of choosing wrong, and positioning built entirely on feature superiority does not trigger that.</p>
282<h3>What we say is not what we mean</h3>
283<p>Bain &amp; Company quantified this in research with more than 2,300 B2B decision-makers, <a href="https://hbr.org/2018/03/the-b2b-elements-of-value" target="_blank" rel="noopener noreferrer">published in Harvard Business Review</a>: buyers ranked cost reduction as their top stated priority, yet Bain&rsquo;s statistical analysis of what actually drove loyalty found cost fell to 27th place, well behind emotional factors like reduced anxiety and reputational assurance. Vendors that delivered on six or more of these deeper value elements saw repeat-purchase intent more than double compared with those that didn&rsquo;t. (The committee produces the scoring spreadsheet after the feeling.)</p>
284<p>Positioning works when there is strategic space to claim: a segment the incumbents serve badly, or a problem the category defines wrong. If that space exists, positioning is the sharpest tool you have, because it changes what the buyer believes about the problem before anyone compares features.</p>
285<h2>Brand is the memory machine</h2>
286<p>Brand does a different job. It makes you the company the buyer already knows when the buying window finally opens.</p>
287<p>That window is smaller than most founders think. In <a href="/resources/blog/memory-devices-allstate-enterprise-marketing" class="text-[#316263] font-bold underline">the Allstate piece</a> I cited <a href="https://www.marketingweek.com/ehrenberg-bass-linkedin-b2b-buyers/" target="_blank" rel="noopener noreferrer">the research behind it</a>: Professor John Dawes at the Ehrenberg-Bass Institute published the 95:5 rule through LinkedIn's B2B Institute in 2021. Companies change providers of services roughly every five years, which means about 5 percent of your potential buyers are in market in any given quarter. The other 95 percent are not shopping. Brand is how you exist in their memory anyway, so that when they do enter the market, you are already on their consideration list. Dawes is blunt about the alternative: buyers do not sign contracts with companies they have barely heard of.</p>
288<p>This is why brand carries the load in commodity categories. When buyers cannot perceive a meaningful difference between vendors, memory and familiarity decide. The uncomfortable part is how much of enterprise tech has become a commodity category without admitting it. Suppliers' offerings look basically the same. The <a href="https://chiefmartec.com/2026/05/2026-marketing-technology-landscape-supergraphic-peak-martech-achieved-maybe/" target="_blank" rel="noopener noreferrer">martech landscape</a> that Scott Brinker and Frans Riemersma track now counts 15,505 tools. <a href="https://it-harvest.com/" target="_blank" rel="noopener noreferrer">IT-Harvest tracks more than 4,000 cybersecurity vendors</a>. If you&rsquo;re selling a SaaS product, it&rsquo;s likely that your buyer is drowning. One more message about being faster and more scalable does not throw them a rope.</p>
289<h2>Which machine does your company need?</h2>
290<p>Physician, heal thyself.</p>
291<p>Run the honest diagnostic first.</p>
292<p>If you have real differentiation and you&rsquo;re not being considered, your problem is either messaging (your differentiation isn&rsquo;t properly framed) or memory. If it&rsquo;s memory, the bigger name was remembered and you didn&rsquo;t come to mind because your competition spent years in front of the 95 percent while you waited for the 5 percent to raise a hand. That calls for brand work: consistent presence with a strong point of view and distinctive assets, aimed at buyers who are years away from a purchase.</p>
293<p>If buyers engage with you but the deals stall or collapse into price negotiations, your problem is positioning. Nothing you have said changes what they believe about the problem, so they score you on a spreadsheet where every row is a feature and the last row is cost. That calls for positioning work: reframe the problem and address the fear of cho

293osing wrong.</p>
294<p>Most companies in saturated enterprise categories need both, in sequence. Positioning first, because brand investment amplifies whatever claim you make, and amplifying an undifferentiated claim just makes you a louder version of everyone else. Then brand, because even a sharp position fades if nobody remembers it during the years before the buyer enters the market.</p>
295<p>Positioning gets you chosen when the buyer is looking. Brand is the reason they looked at you first.</p>`},{id:"6012",image:PP,heroGrade:"wasabi",imageAlt:"Side-by-side black and white portraits: Travis Kalanick of Uber on the left, Logan Green and John Zimmer of Lyft on the right, illustrating the contrast between a famous founder and the invisible competitors",title:"The Cognitive Science Behind B2B Buying: Why Your Company Needs a Face",slug:"cognitive-science-b2b-buying-why-your-company-needs-a-face",category:["Enterprise Strategy","Behavioral Science"],globalFeaturedOrder:0,seoTitle:"B2B Buyer Psychology: Why Your Company Needs a Face",seoDescription:"Discover the cognitive science behind B2B buying behavior. Learn how humanizing your B2B brand reduces perceived risk and accelerates the sales cycle.",ogImage:"https://hunterandbard.com/__l5e/assets-v1/d18ecdf5-d0b7-4873-9841-44e061f0f1a5/og-cognitive-science-b2b.jpg",excerpt:"The data-backed case for CEO branding and why invisible companies get filtered out. People do not trust brochures, they trust people, and your buyer's brain is wired to look for a face before it evaluates the product.",readTime:8,author:"Shira Abel",datePublished:"2026-06-23",dateModified:"2026-06-23",featured:!0,tldr:"Enterprise buyers cannot directly observe whether your company will deliver, so their brains fall back on cognitive shortcuts. A visible founder with a point of view is a signal. A faceless company is nothing for the heuristic to grab onto, and 

295your competitor's personality fills the space yours left empty. The data is consistent: CEO content earns 3x the engagement, converts at 4x the rate, and is trusted more than communications departments. For European founders entering the US, the gap is structural: US buyers expect to see a person, hear a point of view, and judge whether that person understands their world.",faqSchema:[{question:"Why do American B2B buyers rely on the visibility of the CEO?",answer:"Enterprise buying is an uncertainty problem. The buyer cannot directly observe whether your company will deliver, so they fall back on signals and heuristics. A visible founder who shares a real point of view triggers the expertise heuristic that decides whether you make the shortlist. A faceless company triggers nothing, so the buyer skips past it."},{question:"What does the data say about CEO visibility in B2B?",answer:"73 percent of B2B decision-makers trust thought leadership over marketing materials. 63 percent say a CEO is more credible than the communications department (Edelman Trust Barometer, 2024). CEO and founder content earns roughly 3x more engagement than company-page content, costs 73 percent less per engagement, and converts at 4x the rate (LinkedIn B2B Marketing Benchmark, 2024). 82 percent trust companies more when senior executives are active on social media."},{question:"Why do European founders struggle with visibility in the US market?",answer:"European founders come from engineering-driven cultures where the product is supposed to do the talking and self-promotion is culturally suspect. US buyers run on a different set of trust heuristics: they expect a visible leader with a bold point of view. What reads as professionalism in Stockholm or Berlin reads as a lack of conviction in New York or San Francisco."}],content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li>Enterprise buying is an uncertainty problem. When buyers cannot directly observe whether you will deliver, they fall back on signals, and a visible founder is the strongest signal you have.</li><li>A faceless company gives the buyer's brain nothing to grab onto. Your competitor's personality fills the space yours left empty.</li><li>The data is consistent: CEO and founder content earns roughly 3x the engagement, costs 73 percent less per engagement, and converts at 4x the rate of company-page content.</li><li>73 percent of B2B decision-makers trust thought leadership over marketing materials. 63 percent trust a CEO more than the communications department.</li><li>For European founders entering the US, visibility is not optional. US buyers expect a leader with a point of view, and silence reads as a lack of conviction, not professionalism.</li></ul></div>
296<p>Quick: who founded Lyft?</p>
297
298<p>Most people cannot answer that. <a href="https://www.forbes.com/sites/biz_carson/2016/09/29/inside-story-how-lyft-was-founded/" target="_blank" rel="noopener noreferrer">Logan Green and John Zimmer</a> built a ride-sharing company that, by most accounts, had a better product experience, a friendlier brand, and a more likable culture than its competitor. It did not matter. Uber won, and Uber won in large part because everyone on the planet knew Travis Kalanick. He was combative, reckless, and <a href="https://www.nytimes.com/2017/06/21/technology/uber-ceo-travis-kalanick.html" target="_blank" rel="noopener noreferrer">eventually forced out of his own company</a>. He was also famous. And that fame functioned as a marketing asset that no amount of brand spending could replicate.</p>
299<p>This is the pattern that most B2B companies refuse to look at directly. People know <a href="https://www.nytimes.com/2022/10/27/technology/elon-musk-twitter-acquisition.html" target="_blank" rel="noopener noreferrer">Elon Musk's rockets and his tweets</a>. They know <a href="https://www.cnbc.com/2021/07/20/jeff-bezos-blue-origin-launch.html" target="_blank" rel="noopener noreferrer">Jeff Bezos went to space</a> and got in shape. They know <a href="https://www.cnbc.com/2023/05/15/mark-zuckerberg-completes-first-mma-tournament.html" target="_blank" rel="noopener noreferrer">Mark Zuckerberg does MMA</a> now. These CEO's are now personalities. And they are the reason that when someone hears Tesla, Amazon, or Meta, a human being comes to mind before a product does.</p>
300<p>The expectation has been set. Buyers at every level, from seed-stage startups to the Fortune 500, expect to know who is behind a company. What they believe, how they think, what they are like.&nbsp;</p>
301<p>This is not about becoming an influencer or performing for an audie

301nce. It is about understanding that your founder's personality is doing marketing work whether you invest in it or not. If you invest in it, it compounds. If you ignore it, your competitor's personality fills the space yours left empty.</p>
302<h2>Why a person works when a logo does not</h2>
303<p>There is a reason your buyer trusts a person over a page, and it is not sentimentality. It is how cognition works under uncertainty.</p>
304<p>Enterprise buying is an uncertainty problem. Your buyer cannot directly observe the thing they care about most: whether your company can actually deliver. So people look for signals. Michael <a href="https://www.nobelprize.org/prizes/economic-sciences/2001/spence/facts/" target="_blank" rel="noopener noreferrer">Spence won a Nobel Prize</a> for formalizing this. His signaling theory shows that when quality is unobservable, people rely on costly, visible signals to make inferences. A founder who shows up publicly, shares real thinking, and stakes their reputation on a point of view is sending a signal. The signal works because it is attached to a person. A person can be wrong. A person can be embarrassed. That risk is what makes the signal credible.</p>
305<p><a href="https://sites.socsci.uci.edu/~bskyrms/bio/readings/tversky_k_heuristics_biases.pdf" target="_blank" rel="noopener noreferrer">Daniel Kahneman and Amos Tversky</a> spent decades proving that people do not make decisions through exhaustive analysis. They use rules of thumb called heuristics. Having someone in front gives a face to the mental shortcuts regarding that company, and this makes it more memorable. A&nbsp;fast heuristic like &ldquo;this CEO clearly knows my industry&rdquo; often outperforms a spreadsheet comparison. (We've written before on <a href="/resources/blog/heuristics-the-secret-sales-weapon-you-might-already-be-using" class="text-[#316263] font-bold underline">how heuristics quietly run B2B sales</a>.)</p>
306<p>Kalanick was not likable. He was not polished. But he was a signal. Every headline, every controversy, every public appearance told the market: there is a real human being behind Uber who will burn the place down before he lets it fail. That is an extraordinarily powerful piece of information for a buyer, an investor, or a potential employee to have. Lyft's founders were probably better people. They were certainly more pleasant. But they were invisible, and invisible is not a signal. It is nothing.</p>
307<h2>What happens when you give them something to grab</h2>
308<p>Cognitive science predicts that a visible leader should outperform a faceless brand. Multiple data sets confirm it.</p>
309<h3>What the data says</h3>
310<table class="blog-data-table">
311<thead><tr><th>Finding</th><th>Source</th></tr></thead>
312<tbody>
313<tr><td>73% of B2B decision-makers trust thought leadership over marketing materials</td><td><a href="https://www.edelman.com/insights/thought-leadership-gets-b2b-buyers-back-into-game" target="_blank" rel="noopener noreferrer">Edelman-LinkedIn B2B Thought Leadership Impact Report</a></td></tr>
314<tr><td>63% say a CEO is more credible than the communications department</td><td><a href="https://www.edelman.com/trust/2024/trust-barometer" target="_blank" rel="noopener noreferrer">Edelman Trust Barometer, 2024</a></td></tr>
315<tr><td>3x more engagement on CEO/founder content vs. company page content</td><td><a href="https://business.linkedin.com/marketing-solutions/b2b-benchmark" target="_blank" rel="noopener noreferrer">LinkedIn platform data</a></td></tr>
316<tr><td>Executive content costs 73% less per engagement, converts at 4x the rate</td><td><a href="https://business.linkedin.com/marketing-solutions/b2b-benchmark" target="_blank" rel="noopener noreferrer">LinkedIn B2B Marketing Benchmark, 2024</a></td></tr>
317<tr><td>82% trust companies more when senior executives are active on social media</td><td><a href="https://www.entrepreneur.com/leadership/why-ceos-should-be-active-on-social-media/424500" target="_blank" rel="noopener noreferrer">Entrepreneur</a></td></tr>
318</tbody>
319</table>
320<p>For early-stage companies especially, the founder's personal credibility often compensates for institutional credibility the company has not yet built. You may not have the brand recognition of a category leader. But if your CEO is the most informed, most visible voice on the specific problem your buyer is trying to solve, you have something a brand page cannot manufacture.</p>
321<h2>The European problem (and why it matters for every quiet founder lau

321nching in the US)</h2>
322<p>If you are a European founder (or a reserved CEO) reading this, you probably have a specific objection forming right now. Something along the lines of: the product should speak for itself.</p>
323<p>In principle you are right. That's a baseline in the US though, so in practice, it's not enough.</p>
324<p>European founders, particularly from Northern, Central, and Eastern Europe, come from engineering-driven business cultures where product quality is the primary signal. Modesty is a professional value, not a personal limitation. Self-promotion is culturally suspect. VC firm <a href="https://www.vestbee.com/blog/articles/why-european-founders-struggle-in-the-us-market" target="_blank" rel="noopener noreferrer">Vestbee published research</a> capturing this gap precisely: European CEE founders come from cultures where the product is supposed to do the talking. But in the US, as one investor put it, <em>&ldquo;being the best product is not enough without being perceived as the best solution.&rdquo;</em></p>
325<p>Donal Crilly, a professor at London Business School who consults with multinationals on cross-cultural strategy, told Sifted that European founders entering the US need a bold, compelling narrative about how they will change the market. Anything less reads as timid to American VCs and enterprise buyers alike.</p>
326<h3>US vs Europe Trust Systems</h3>
327<table class="blog-data-table">
328<thead><tr><th></th><th>US buyer expectations</th><th>European founder defaults</th></tr></thead>
329<tbody>
330<tr><td><strong>Primary trust signal</strong></td><td>Who is behind this company?</td><td>What does the product do?</td></tr>
331<tr><td><strong>Credibility source</strong></td><td>Visible leader with a point of view</td><td>Engineering quality and technical specs</td></tr>
332<tr><td><strong>Narrative style</strong></td><td>Bold vision, personal story, market disruption</td><td>Product capabilities, team credentials, measured claims</td></tr>
333<tr><td><strong>Self-promotion</strong></td><td>Expected and rewarded</td><td>Culturally suspect</td></tr>
334<tr><td><strong>What &ldquo;modesty&rdquo; signals</strong></td><td>Lack of confidence or conviction</td><td>Professionalism and trustworthiness</td></tr>
335</tbody>
336</table>
337<p>This is not about becoming someone you are not. It is about understanding that US buyers are running on a different set of trust heuristics. The cognitive shortcuts that work in Stockholm or Berlin (where engineering credentials and product specs carry weight on their own) do not fire in New York or San Francisco, where buyers expect to see a person, hear a point of view, and make a judgment about whether that person understands their world.</p>
338<p>The European founders who have cracked this are worth studying. <a href="https://fortune.com/2025/09/12/klarna-cofounder-ceo-sebastian-siemiatkowski-rags-to-riches-story/" target="_blank" rel="noopener noreferrer">Sebastian Siemiatkowski at Klarna is the clearest example</a>. Swedish-born, Polish heritage, started at Burger King, traveled the world on cargo ships before building one of Europe's largest fintech companies. Siemiatkowski shows up everywhere: podcasts, media interviews, conference stages. <a href="https://www.klarna.com/international/press/snoop-dogg-becomes-a-shareholder-in-klarna-and-transforms-into-smoooth-dogg/" target="_blank" rel="noopener noreferrer">He partnered with Snoop Dogg for a brand campaign</a>. He made public, <a href="https://www.fastcompany.com/91468582/klarna-tried-to-replace-its-workforce-with-ai" target="_blank" rel="noopener noreferrer">controversial statements about AI replacing jobs</a> (and then publicly reversed course when the approach lowered quality). <a href="https://www.reuters.com/business/finance/klarna-valued-nearly-20-billion-shares-jump-nyse-debut-2025-09-10/" target="_blank" rel="noopener noreferrer">He IPO'd Klarna on the NYSE in 2025 at a $19 billion valuation</a>. Love him or not, US buyers and investors know who he is.</p>
339<p>Daniel Ek at Spotify followed a quieter version of the same playbook. Less flashy, more product-focused, but still a known name. <a href="https://www.billboard.com/pro/no-1-power-100-daniel-ek-spotify/" target="_blank" rel="noopener noreferrer">Billboard named him the most powerful person in the music industry</a>. When you hear Spotify, you can picture Ek. That matters.</p>
340<p>Beyond those two, the list gets thin fast. And both are Swedish, which has a slightly more entrepreneurial culture than the rest of the continent (not coincidentally, <a href="https://www.theguardian.com/world/2018/jan/12/sweden-home-computer-tax-break-1998" target="_blank" rel="noopener noreferrer">Sweden also subsidized personal computing earlier than most of Europe</a>, which Siemiatkowski himself credits for his career trajectory).</p>
341<p>Most European companies entering the US do one of three things instead. They hire a US-based executive who becomes the public face. They lean on earned media and third-party validation so the founder is cited by others rather than self-promoting. Or they relocate the CEO to be perceived as US-based, which <a href="https://www.vestbee.com/blog/articles/why-european-founders-struggle-in-the-us-market" target="_blank" rel="noopener noreferrer">multiple VCs told Vestbee</a> is one of the strongest signals at pre-seed and seed stages.</p>
342<p>None of these are wrong. But they are all workarounds for the same underlying problem: the US market expects a visible person, and most European companies show up without one.</p>
343<h2>The visibility check</h2>
344<p>Before you dismiss this as a branding exercise or a LinkedIn growth hack, run your company through these questions. Every &ldquo;no&rdquo; is a gap between you and the way your buyer's brain actually works.</p>
345<ul class="blog-checklist">
346<li>

346Can your buyer find your CEO or founder on LinkedIn within 10 seconds of hearing your company name?</li>
347<li>Has your CEO published or shared an original perspective in the last 30 days?</li>
348<li>If a prospect Googles your CEO's name, do they find industry-relevant content on the first page?</li>
349<li>Does your CEO speak at events where your buyers are in the room?</li>
350<li>Could a buyer describe what your CEO believes about your industry after spending five minutes on their profile?</li>
351<li>When your sales team sends a follow-up email, does the prospect already have a positive impression of the person behind the company?</li>
352<li>Is your founder's visibility strategy deliberate, or accidental?</li>
353</ul>
354<p>If most of these are no, you are not being evaluated and found wanting. You are being filtered out before you reach the shortlist. The buyer's cognitive shortcut has nothing to grab onto, so it grabs the next vendor who does have a visible, credible human at the front. (It also explains why <a href="/resources/blog/your-buyer-researched-you-before-the-call" class="text-[#316263] font-bold underline">your buyer has already researched you before the first call</a>, and what they found, or didn't find, decided whether the call happened at all.)</p>
355<p>Your product may be better, and you may be exactly what the buyer needs. But if nobody knows who is behind it, none of that matters.</p>
356<blockquote class="blog-pull-quote"><p>Personality works. Because buyers are human.</p></blockquote>
357<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Work With Us</p><h3 class="blog-inline-cta-title">Put a face on your company</h3><p class="blog-inline-cta-body">If your CEO is invisible in the market your buyers actually look at, start with a <a href="/products/sprint">Brand and Messaging Sprint</a>, or <a href="/contact">talk to us</a> about building a visibility strategy that does not require becoming an influencer.</p></div>`},{id:"6011",image:IP,editorialGrade:!0,imageAlt:"Black and white editorial photograph of an empty boardroom after a meeting has ended, long polished conference table with scattered water glasses and one chair pulled out, evoking the unseen room where enterprise decisions actually get made",title:"You can't measure the thing that wins the enterprise deal",slug:"cant-measure-what-wins-the-enterprise-deal",category:"Startups Selling to Enterprise · Brand",seoTitle:"You Can't Measure What Wins the Enterprise Deal",seoDescription:"In six-figure deals, the decision happens off your dashboard, in reference calls and committee conversations you never see. Here is how to influence them.",excerpt:"For a startup selling into enterprise, what decides the deal happens where you can't measure it. Brand is the budget line you can't prove but still have to defend.",readTime:6,author:"Shira Abel",datePublished:"2026-06-14",dateModified:"2026-06-14",featured:!0,globalFeaturedOrder:2,tldr:"In self-serve you can watch every click, so you optimize what you can see. In a six-figure enterprise deal you can't see the part that decides it, the booth conversation, the reference call between your prospect and a past customer, so the metrics on your dashboard track the cheap, visible edge of the deal and miss the expensive middle. The thing that keeps you on the shortlist is brand, and brand is the one line you can't define the way you define a paid-search number. That doesn't mean you can't defend it. It means you defend it with leading indicators a board already trusts, not with a conversion number you had to manufacture.",faqSchema:[{question:"Why isn't click-through rate enough when you sell to enterprise?",answer:"A startup selling six-figure deals to a few thousand enterprise accounts doesn't get the traffic that makes click-through optimization meaningful. It sees a few hundred site visitors in a good month, which can't reach statistical significance, so any test result is indistinguishable from noise. The bigger issue is that the deal is decided mostly off your site, in reference calls and committee discussions you never see, so on-site metrics track the smallest part of the decision."},{question:"If you can't measure brand directly, how do you justify the budget to a board?",answer:"You don't fake a conversion number. You report leading indicators a board already trusts: committee-level 'how did you hear about us,' inbound quality, and the trend in deal size. You frame brand as a multi-quarter bet measured in those indicators, not a campaign measured in last-click conversions."},{question:"What decides an enterprise deal if not the website?",answer:"Whether you were already on the shortlist when the buying window opened, and whether the people the committee trusts had something good to say about you. Gartner finds buyers spend only about 17 percent of the journey with all vendors combined, so most of the decision happens in independent research and peer conversations. Your website confirms what they already believe. It rarely creates the belief."}

357],content:`<div class="blog-key-takeaways"><h2>Key takeaways</h2><ul><li>When you sell to enterprise, the deal moves where you have no visibility. You can record a sales call. You can't record the reference call or the conversation at a conference.</li><li>Gartner finds buyers spend only 17 percent of the buying journey with all vendors combined, and roughly 5 to 6 percent with any one of them. The part you can instrument is the smallest part of the decision.</li><li>At low traffic, click-through and conversion optimization is noise. A few hundred visitors a month can't reach significance, so you're tuning numbers that can't tell you anything.</li><li>Brand gets cut first because it has no clean number, even though it's what puts you on the day-one shortlist. The measurable thing feels board-safe, so it wins the budget.</li><li>You defend brand with what a board already trusts: committee-level &ldquo;how did you hear about us,&rdquo; inbound quality, and the trend in deal size. Not a manufactured attribution number.</li></ul></div>
358<p>A company selling a fifty-dollar-a-month SaaS tool off its website can watch the whole thing. Every click on the pricing page, every drop-off in the signup flow. They can even see the step where a buyer hesitated. You don't get that. You're closing four hundred thousand dollars with a buying committee, and the deal turns on a dinner you weren't at, a reference call between your prospect and someone who used you two jobs ago, and a thread in a closed-community Slack group. None of it shows up in a report. The deal you can measure isn't the deal that pays your salary.</p>
359<p>This is the part of marketing to enterprise nobody wants to say out loud. You inherited your metrics from a world that doesn't apply to you. (And yes, your dashboard will keep producing tidy numbers whether or not they mean anything.) In self-serve, the dashboard is the territory. In enterprise, it's a thin and flattering sliver of it.</p>
360<h2>What your dashboard can see, and what it can't</h2>
361<p>Your instrumentation covers the cheap part of the deal. Site visits, form fills, email opens, the demo request. All of it real and visible, and all of it from the early edge of the deal. What it misses is everything that moves a committee. The conversation at your booth that your AE half-remembers. The peer your prospect texts to ask whether you were a nightmare to implement. The analyst call. The LLM query that built their shortlist before they ever reached your site. You record your sales calls. You don't record the backchannel, and the backchannel is where the deal is won or lost.</p>
362<p><a href="https://www.gartner.com/en/sales/insights/b2b-buying-journey" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">Gartner</a> has the number on this. Buyers spend only 17 percent of the entire buying journey meeting with all potential vendors combined. Of that you maybe get five or six percent personally, because you're one of several on the list. The slice you can see and influence directly is the smallest slice of the decision. The rest happens where you're not.</p>
363<h2>Your metrics are measuring the wrong thing</h2>
364<p>Start with click-through and conversion. Those numbers assume traffic you don't have. A startup selling six-figure deals to a few thousand accounts gets a few hundred to a few thousand people on the site in a good month, nowhere near enough to reach statistical significance on anything. You can run the A/B test. It will hand you a result indistinguishable from noise.</p>
365<p>Then there's lead scoring, which assumes a funnel that no longer exists. The buyer isn't moving politely from awareness to consideration to decision while your MQL model takes notes. They've defined what they need and narrowed the field before your system logs them as anything. (<a href="/resources/blog/martini-pipeline-abm-marketing-funnel-became" class="text-[#316263] font-bold underline">I wrote about how the funnel became a martini glass and what that does to your pipeline math.</a>) The metrics that look the most rigorous are the ones measuring a process that already broke.</p>
366<h2>The thing that wins is the thing you can't put a number on</h2>
367<p>What keeps you in an enterprise deal is being the name the committee trusts before the window opens. Most of your buyers aren't in-market right now. They will be in six or twelve months, and when they are, the question is whether you're the brand that comes to mind and whether the people they ask have something good to say. A two-hundred-thousand-dollar purchase isn't a credit-card swipe. It's a group doing due diligence on you, asking who uses you and whether your team holds up once the contract is signed. That's reputation. That's brand. You cannot instrument it like a checkout flow, because it lives in other people's heads and other people's conversations.

367</p>
368<h2>Why brand is the budget you can't defend (and still have to)</h2>
369<p>The bind is real. Brand is the riskiest line on your budget, not because it doesn't work, but because you can't define it the way you define a paid-search spend with a cost per lead attached. And you still have to stand in front of a board and prove every dollar was worth it. When you starve brand to overfund what's measurable, you don't just waste ad dollars. You increase the probability of coming second in every committee decision and compress your future pipeline. So the measurable thing gets funded, because it's defensible in the room, and brand gets cut first, because you couldn't put a clean number next to it. You starve the thing that decides whether you make the shortlist so you can optimize the thing that connects to something, anything, that you can show numbers on.</p>
370<blockquote class="blog-pull-quote"><p>You starve the thing that decides whether you make the shortlist so you can optimize the thing that connects to something, anything, that you can show numbers on.</p></blockquote>
371<h2>How to defend it anyway</h2>
372<p>You can't promise last-click attribution for brand, and you shouldn't try. A board can smell a manufactured number, and the moment they catch one, they stop trusting the rest. Bring leading indicators that come from systems a board already believes. Inbound quality and the trend in deal size, not raw lead volume.</p>
373<p>A brand survey of your real buyers, run once or twice a year, does the same job. Survey prior decision-makers and people who match your buyer profile at accounts you haven't sold to yet. Give them a buying situation where you can win and ask who they'd consider, something like &ldquo;Imagine you're selecting a vendor in this category in the next twelve months. Which companies come to mind?&rdquo;, with no list to pick from, so whatever surfaces is what's already in their heads. Track whether you're the first name out and whether that share of mind is improving over time. The small numbers aren't a problem, because your buyer list is short and knowable, so you survey a large slice of it and read the trend over time instead of chasing a representative sample you'll never get.</p>
374<p>None of these is a conversion number. Every one of them moves when your brand is working, and a board can follow the logic.</p>
375<p>The board doesn't need you to prove brand with a conversion number. It needs you to stop pretending the conversion number was ever the thing that won the deal.</p>
376<h2>Sources</h2>
377<ul>
378<li><a href="https://www.gartner.com/en/sales/insights/b2b-buying-journey" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">Gartner, The B2B Buying Journey</a>. Buyers spend roughly 17 percent of the journey meeting with all suppliers combined, and 5 to 6 percent with any one supplier.</li>
379<li>John Dawes, <a href="https://marketingscience.info/the-95-5-rule-in-b2b-marketing/" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">The 95-5 Rule</a>, Ehrenberg-Bass Institute for Marketing Science. About 5 percent of B2B buyers are in-market at any given time.</li>
380</ul>
381<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Work With Us</p><h3 class="blog-inline-cta-title">Get on the day-one shortlist</h3><p class="blog-inline-cta-body">If brand is the budget you can't prove but still have to defend, start with a <a href="/products/sprint">Brand and Messaging Sprint</a>, or <a href="/contact">talk to us</a> about building the system.</p></div>`},{id:"6009",image:EP,editorialGrade:!0,imageAlt:"Black and white editorial photograph of a lone suited figure standing at the edge of a single spotlight on an empty theater stage, evoking the personification device that makes the Allstate Mayhem character impossible to forget",title:"Memory Devices Allstate Uses That Your Technology Company Could Learn From",slug:"memory-devices-allstate-enterprise-marketing",category:["Enterprise Strategy","Behavioral Science"],seoTitle:"Memory Devices B2B Marketers Should Steal",seoDescription:"Allstate spent decades building memory devices that stick. The mnemonic tactics B2B tech marketers should steal to make their brand memorable.",excerpt:"Allstate's Mayhem campaign has survived three CMOs, two recessions, and a pandemic because it uses specific, identifiable persuasion mechanics. Those same memory devices translate directly to enterprise B2B, where 95 percent of buyers are not in-market today but will be later.",readTime:7,author:"Shira Abel",datePublished:"2026-06-08",contentBlocks:[{type:"youtube",videoId:"dFOBrWkzbi4",title:"Allstate Mayhem commercial",caption:"Allstate, Mayhem campaign."}],dateModified:"2026-06-08",featured:!0,globalFeaturedOrder:1,tldr:"Allstate and Farmers compete on recall, not features. The devices they use (sonic branding, parallelism, novelty bias, personification, contrast) translate directly to enterprise B2B, where roughly 95 percent of buyers are not in-market on any given day. The enterprise equivalents are ownable category language, absurd-but-true case studies, naming the enemy, and old-way versus new-way contrast. Pick one device, run it consistently for a year, and be in the room when the buying window opens.",faqSchema:[{question:"What memory devices does Allstate use in its marketing?",answer:"Allstate uses two primary devices. Personification: the Mayhem character takes abstract risk and gives it a body, a face, a personality. And contrast: Mayhem's chaos runs alongside Dennis Haysbert's calm baritone saying 'You're in good hands.' The contrast between the two makes both halves land harder than either would alone."},{question:"Why do memory devices matter for B2B enterprise marketing?",answer:"At any given time, roughly 95 percent of business buyers are not in-market for any particular category. They will be, just not now. The companies that win are the ones already in the buyer's head when the window opens. Memory devices are how a brand stays lodged 

381in the mind of the buyer who will open a window in 14 months."},{question:"What is the B2B equivalent of a jingle?",answer:"The enterprise equivalent of a jingle is a category phrase you own so completely that every time a prospect hears it, your brand is the referent. HubSpot coined 'inbound marketing'. Salesforce did the same with 'No Software'. Gong built 'reality of revenue' into every piece of content. Drift planted 'conversational marketing' until the phrase became the category. None of these required a Super Bowl. They required a phrase and the discipline to repeat it."}],content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li>Allstate and Farmers compete in a category where products are nearly identical and nobody shops until something goes wrong. They <strong>win on recall, not features</strong>. The name that surfaces when the moment arrives gets the call.</li><li>Five persuasion mechanics do the work: <strong>sonic branding, parallelism, novelty bias, personification, and contrast</strong>. None of them are random. All of them are repeatable.</li><li>In enterprise B2B, roughly <strong>95 percent of buyers are not in-market</strong> on any given day. Most marketing speaks only to the 5 percent already evaluating, and encodes nothing for the rest.</li><li>The B2B equivalents already exist: <strong>ownable category language</strong> (HubSpot's "inbound marketing", Salesforce's "No Software"), <strong>absurd-but-true case studies</strong>, naming the enemy, and old-way versus new-way contrast.</li><li>Pick <strong>one device, run it consistently for a year</strong>, and you will be in the room when the buying window opens. Cleverness without repetition is just noise.</li></ul></div>
382<p>Dean Winters has been hit by a car, set on fire, dropped from a building, and dragged behind a boat. He&rsquo;s Allstate&rsquo;s Mayhem character, and he&rsquo;s been doing it since 2010. The campaign has survived three CMOs, two recessions, and a pandemic, because it works.</p>
383
384<p>Ask anyone in America what Mayhem looks like, and they&rsquo;ll describe a guy in a suit with a black eye. Ask them what Allstate&rsquo;s deductible options are, and you&rsquo;ll get a blank stare.</p>
385<blockquote class="blog-pull-quote"><p>That gap is the whole point.</p></blockquote>
386{{block:0}}
387
388<p>Allstate and Farmers Insurance both operate in a category where the product is nearly identical across competitors and nobody shops until something goes wrong. They can&rsquo;t win on features, so they compete on recall. The name that surfaces when the moment arrives gets the call. And the devices they use to stay lodged in your memory are not random. They are specific, identifiable persuasion mechanics.</p>
389<h2>What Farmers and Allstate actually do</h2>
390<p>Farmers uses three devices. The first is <strong>sonic branding</strong>: that jingle (&ldquo;We are Farmers, bum ba dum bum bum bum bum&rdquo;) encodes the brand name into a melodic pattern your brain replays whether you want it to or not. The second is <strong>parallelism</strong>: &ldquo;We know a thing or two because we&rsquo;ve seen a thing or two&rdquo; has the structure of a proverb, which makes it feel like received wisdom rather than ad copy. The third is <strong>novelty bias</strong>: their amusing, occasionally relatable, absurd-but-true claims stories (a car in a swimming pool, a tree through a roof during a wedding, a birdfeeder put together incorrectly by a husband looking to save money) trigger the part of your brain that flags unusual information as worth storing.</p>
391<p>Allstate uses two. <strong>Personification</strong>: the Mayhem character takes abstract risk and gives it a body, a face, a personality. You cannot fear a probability table. You can fear a guy grinning at you while he rips your bumper off. And <strong>contrast</strong>: Mayhem&rsquo;s chaos runs alongside Dennis Haysbert&rsquo;s calm baritone saying &ldquo;You&rsquo;re in good hands.&rdquo; The contrast between the two makes both halves land harder than either would alone.</p>
392<p>Both campaigns are also genuinely funny, which isn&rsquo;t incidental. <a href="https://link.springer.com/article/10.1007/s11747-008-0096-y" target="_blank" rel="noopener noreferrer">

392Humor generates positive affect</a>, and positive affect makes a brand more likable and easier to retrieve from memory. The joke and the brand land together because in both cases the humor is the device, not a distraction from it.</p>
393<p>A fair objection is that Allstate has the budget to run Super Bowl ads and you don&rsquo;t. But the devices don&rsquo;t require mass media to work, they require consistency and reach within your actual audience. A recurring character in a LinkedIn video series, a signature story format you open every keynote with, a newsletter that always closes with the same same cadence: these are the same mechanics operating at a different frequency. The principle stays the same, even if the medium scales down.</p>
394<p>None of these devices argue that the product is superior. They don&rsquo;t mention pricing, coverage limits, or claims processing speed. They exist to make the brand impossible to forget.</p>
395<p>In a category where the buying moment is unpredictable and uncontrollable, that is the strategy.</p>
396<h2>Enterprise buying has the same structural problem</h2>
397<p>No one wakes up on a random Tuesday and decides to evaluate data infrastructure vendors because you need them to. Nor will someone browse solution websites on her lunch break. Instead, something breaks or a discussion happens in a planning meeting. Or a competitor announces a partnership that changes the math. And then, suddenly, there&rsquo;s a buying window.</p>
398<p>The <a href="https://business.linkedin.com/advertise/resources/b2b-institute/b2b-research/trends/95-5-rule" target="_blank" rel="noopener noreferrer">LinkedIn B2B Institute and Ehrenberg-Bass Institute</a> have been publishing data on this for years. At any given time, roughly 95% of business buyers are not in-market for any particular category. They will be. Just not now. The companies that win <a href="/resources/blog/how-enterprise-b2b-decisions-are-made">enterprise deals</a> are the ones already in the buyer&rsquo;s head when the window opens.</p>
399<p>Most B2B companies ignore this completely. Focusing on what they know best, they pour budget into lead gen and bottom-funnel tactics: capturing demand that already exists. They fight over the 5% who are actively buying today and write off the 95% who will be buying in six, twelve, eighteen months. The math on that is brutal.</p>
400<blockquote class="blog-pull-quote"><p>You are spending the most money on the smallest audience in the most competitive moment of the buying cycle.</p></blockquote>
401<p>The solution is <a href="/resources/blog/the-18-month-tax">brand building</a>, but because it takes time and doesn&rsquo;t have a direct ROI, it&rsquo;s ignored by most companies. It requires long term faith to invest in, and needs to be driven by the CEO (even if it&rsquo;s owned by the CMO).</p>
402<h2>The devices translate. They just look different.</h2>
403<p>The earworm becomes ownable language, and ownable language is something enterprise brands can actually build. The enterprise equivalent isn&rsquo;t a jingle; it&rsquo;s a category phrase you own so completely that every time a prospect hears it, your brand is the referent. <strong>HubSpot</strong> didn&rsquo;t hire a mascot; they coined &ldquo;inbound marketing&rdquo; and repeated it until they owned the concept. <strong>Salesforce</strong> did the same with &ldquo;No Software&rdquo;, a two-word position that reframed what software meant before most competitors understood what was happening. <strong>Gong</strong> built &ldquo;reality of revenue&rdquo; into every piece of content they produced. <strong>Drift</strong> planted &ldquo;conversational marketing&rdquo; so consistently that the phrase became the category. None of these required a Super Bowl. They required <a href="/products/sprint">a phrase and the discipline to repeat it</a>.</p>
404<p>The absurd-but-true scenario becomes the <a href="/resources/blog/your-buyer-researched-you-before-the-call">case study that breaks the pattern</a>. Most B2B case studies read like they were written by the same person following a very boring formula. &ldquo;

404Company X improved efficiency by 30%.&rdquo; That has no personality and does not stick. What sticks is the weird, specific, too-particular-to-be-invented detail. The client who found out their sales team was spending 11 hours a week copying data between two systems that were supposed to be integrated. The company that lost a $4 million deal because the prospect&rsquo;s intern Googled them and the first result was a Glassdoor page with a 2.1 rating. Those stories lodge because they are concrete and slightly absurd, making them interesting. The same novelty bias that makes Farmers&rsquo; swimming-pool car memorable makes your strange-but-true client story memorable.</p>
405<p>Personification of risk becomes naming the enemy. Enterprise buyers cannot fear a vague category problem. &ldquo;Digital transformation challenges&rdquo; is not a threat. It is a phrase that slides in one ear and out the other. But &ldquo;your sales team is spending 40% of their time on work that will not exist in two years&rdquo; has a face. &ldquo;Your competitor just hired a fractional CMO and is repositioning against you right now&rdquo; has a face. Give the threat a body and the buyer&rsquo;s amygdala does the rest.</p>
406<p>Contrast works everywhere, in every medium. Old way versus new way. The pain of staying versus the relief of switching. Before and after. You need both halves of the frame or neither half registers. A product page that only talks about what you offer, without anchoring it against the pain of the status quo, is half a persuasion argument. And half doesn&rsquo;t convert.</p>
407<h2>The mistake</h2>
408<p>The miscalculation is believing that the same brain that can&rsquo;t shake the Mayhem character becomes a rational spreadsheet processor when it walks into an office. It does not. Daniel Kahneman spent a career demonstrating that <a href="https://pubmed.ncbi.nlm.nih.gov/17835457/" target="_blank" rel="noopener noreferrer">human decision-making is driven by heuristics</a>, not analysis, even among people whose jobs are analysis. Your buyer is still running System 1 in System 2&rsquo;s clothing. They respond to the same devices. They just need those devices delivered in a format that doesn&rsquo;t look like a Super Bowl ad.</p>
409<p>The mistake, concretely, is this: enterprise marketers produce almost exclusively System 2 content: whitepapers, ROI calculators, feature comparison sheets, and <a href="https://www.g2.com/" target="_blank" rel="noopener noreferrer">G2 review</a> campaigns. These are useful to the 5% who are already evaluating. They do nothing for the 95% who are not yet buying. All that content, and none of it encodes your brand into the mind of the buyer who will open a window in 14 months.</p>
410<p>The companies that close enterprise deals before the shortlist is even written are the ones that figured this out. They are not running better campaigns. They are running more memorable ones. And memorable is a function of specific, identifiable persuasion mechanics, not bigger budgets or better targeting.</p>
411<p>Allstate did not become the most recalled insurance brand by explaining their coverage. They built a character your brain cannot evict. Your enterprise brand has the same opportunity and the same constraint: the moment is coming, you do not control when, and when it arrives, you need to already be in the room.</p>
412<p>Start with one device. Pick your character, or your phrase, or your story format. Run it consistently for a year. The window will open when it opens. Your job is to already be there when it does.</p>
413<p>The device does the work whether they are actively reading your content or vaguely recalling a brand when a buying conversation finally starts. That is the whole point of Mayhem. That can be the whole point of yours.</p>
414<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Work With Us</p><h3 class="blog-inline-cta-title">Build a brand your buyers can&rsquo;t evict</h3><p class="blog-inline-cta-body">Pick your device and run it for a year. Start with a <a href="/products/sprint">Brand and Messaging Sprint</a>, or <a href="/contact">talk to us</a> about building the system.</p></div>`},{id:"6008",image:CP,editorialGrade:!0,imageAlt:"Black and white editorial photo of an empty enterprise boardroom with leather chairs around a polished conference table and a single half-full water glass, illustrating the rooms where renewal and expansion decisions get made without the vendor present",title:"The B2B Messaging Framework That Keeps Selling",slug:"b2b-messaging-framework-keeps-selling",category:"Enterprise Strategy",seoTitle:"The B2B Messaging Framework That Keeps Selling",seoDescription:"Most startups stop marketing the day the contract is signed. The companies earning 120%+ net revenue retention run a messaging system after the close too.",excerpt:"For startups and scaleups selling into enterprise, your message has to do the selling when you can’t be there. Most of the time, you can’t. The companies earning net revenue retention above 120 percent run a marketing operation inside their installed base. This post maps what that operation looks like and how to build one before your next renewal.",readTime:11,author:"Shira Abel",datePublished:"2026-06-05",dateModified:"2026-06-05",featured:!0,globalFeaturedOrder:2,tldr:"The most expensive gap in enterprise B2B is between closed-won and renewal. Most startups slow marketing to a crawl the day the contract is signed, then wonder why churn happens. The companies earning 120%+ NRR run a deliberate, role-specific post-sale marketing program: onboarding metrics at 30 days, an ROI report at 60-90, an expansion case study at the expansion window, a value brief 60 days before the budget cycle closes, and always-on enablement for CS. Your champion becomes your salesperson the moment you leave the call. Give them ammunition before they need it.",faqSchema:[{question:"What is post-sale marketing in B2B?",answer:"Post-sale marketing is a deliberate, role-specific marketing program aimed at people inside an existing customer account: the end user, the budget owner, the champion, the executive sponsor, and customer success. It exists to defend renewals, drive expansion, and arm the champion who has to justify your line item to people who weigh risk more heavily than upside."},{question:"Why does net revenue retention depend on marketing?",answer:"At renewal the full buying committee does not re-form. The solution is a budgeted line item, and someone still has to justify the cost. Whoever approved it carries the downside if the product stops delivering. Companies earning NRR above 120 percent do not leave that justification to chance. They run a role-specific marketing program that gives each person in the account what they need, when they need it."},{question:"What is the standard post-sale cadence?",answer:"Thirty days after close, end users need onboarding success metrics. Sixty to ninety days in, the budget owner needs an ROI report tied to the goals stated during the original sale. At the expansion window, the champion needs a case study of a similar company that expanded. Sixty days before the budget cycle closes, the executive sponsor needs a value brief. Always-on, the CS team needs the buying committee map and a marketing toolkit."},{question:"When should behavioral signals override the calendar?",answer:"A usage drop at day 45, a spike in support tickets in week three, or telemetry showing a team stopped logging in after the first two weeks are marketing problems, not customer success problems. Companies that track behavioral signals and intervene based on what those signals say rather than what the calendar says see measurably better retention. The cadence tells you what to send when things are going well. The signals tell you when things are not."}],content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li>The most expensive gap in enterprise B2B is the one between <strong>closed-won and renewal</strong>. Most startups slow marketing to a crawl the day the contract is signed.<

414/li><li>Companies earning <strong>net revenue retention above 120 percent</strong> run a marketing operation inside their installed base, aimed internally.</li><li>Messaging persuades twice: <strong>inclusion</strong> (getting on the shortlist) and <strong>selection</strong> (winning once you&rsquo;re on it). Most frameworks only solve for the second.</li><li>Your real competitor is usually not another vendor. It is <strong>no decision</strong>. Inaction has to feel riskier than action.</li><li>Your champion becomes your <strong>salesperson the moment you leave the call</strong>. Give them the ammunition before they need to ask.</li></ul></div>
415<p>For startups and scaleups selling into enterprise, your message has to do the selling when you can&rsquo;t be there. Most of the time, you can&rsquo;t.</p>
416<p>The most expensive gap in enterprise B2B is the one between the closed-won and renewal. Thanks to budget constraints and focus on building the pipeline, most startups slow marketing to a crawl the day the contract is signed.</p>
417<blockquote>&ldquo;&hellip;only 3 percent of survey respondents reported having &hellip; omnichannel approaches for customer success and renewals tailored to customer needs.&rdquo;<cite><a href="https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/the-net-revenue-retention-advantage-driving-success-in-b2b-tech" target="_blank" rel="noopener noreferrer">McKinsey</a></cite></blockquote>
418<p>That means that there&rsquo;s not enough goodwill in the account to back you up when the customer is deciding whether to keep you or churn you when something cheaper comes along. The companies earning net revenue retention above 120 percent have figured this out. They run a <a href="/services/marketing-strategy">marketing operation inside their installed base</a>, aimed internally. This post maps what that operation looks like and how to build one before your next renewal.</p>
419<h2>What winning looks like</h2>
420<p>Snowflake reported <a href="https://www.sec.gov/Archives/edgar/data/0001640147/000164014725000207/fy2026q3earnings.htm" target="_blank" rel="noopener noreferrer">net revenue retention of 125 percent</a> for the quarter ending October 31, 2025. Its existing customers, as a group, spent about a quarter more this year than last, net of everyone who left. That growth is not earned by a sales team re-pitching every account. It comes from a product with marketing baked in combined with people inside those accounts making the case for more. The efficiency of the platform travels by word of mouth (and a shared success story case study) to a new team and finance approves more capacity. A VP two levels up from the original buyer decides the platform is strategic after seeing the changes to the KPIs. The solution expands inside the company without the seller in the room.</p>
421<h2>The architecture</h2>
422<p>The framework has four layers:</p>
423<ul>
424<li><strong>Positioning:</strong> where you sit in the market, who it&rsquo;s for, what category you live in, what the real alternatives are, and why you win.</li>
425<li><strong>Value proposition:</strong> why someone chooses you over those alternatives.</li>
426<li><strong>Messaging pillars:</strong> the three or four core claims you can actually prove.</li>
427<li><strong>Tone:</strong> how you say all of it, including how you want each audience to feel.</li>
428</ul>
429<p>Each layer feeds the one below it. The architecture is not the hard part.</p>
430<p>Before any layer gets populated, you extract the concrete pain from customer interviews and call recordings. Verbatim. If a customer wouldn&rsquo;t say it, it doesn&rsquo;t go in. This is the step everyone avoids. Marketers don&rsquo;t get the access they should to customers. This means they are often forced to write their <a href="/products/sprint">messaging</a> from the inside out. What they built, what they&rsquo;re proud of, what they think differentiates them. That is a self-description. Positioning starts with what the customer is trying to solve and what they were comparing when they made the decision.</p>
431<p>Enterprise deals are not decided by one person. <a href="https://www.gartner.com/en/sales/insights/b2b-buying-journey" target="_blank" rel="noopener noreferrer">Gartner</a>

431 puts the typical buying group at six to ten people. Each of them has a different agenda, a different risk profile, and a different definition of what a good outcome looks like. One document cannot do all of that at once. The companies that retain and expand build a presence where each role finds what they need. That is not six versions of a brochure. It is a messaging system built with the committee in mind from the start.</p>
432<p>Messaging can&rsquo;t substitute for proof. It can&rsquo;t fix a product that isn&rsquo;t differentiated. And it can&rsquo;t work without distribution. If those three aren&rsquo;t in place, no framework fixes what&rsquo;s broken.</p>
433<h2>Messaging persuades twice</h2>
434<p>Enterprise messaging has two jobs at two stages. Most startups only do one of them.</p>
435<p>The first job is <strong>inclusion</strong>. A buying committee forms a shortlist before any vendor is in active conversation with them. That shortlist is built from what they&rsquo;ve read, heard, and seen, your category presence, and your proof. If your positioning is unclear, you&rsquo;ve lost the competition before you even got a chance to try.</p>
436<p>The second job is <strong>selection</strong>. Once you&rsquo;re on the list, you compete against the alternatives that also made the cut. This is where most messaging effort goes: the demo, the proposal, the competitive battlecard, the sales deck. It&rsquo;s necessary. It&rsquo;s also the easier problem, because at least you&rsquo;re in the room.</p>
437<p>The four-layer architecture exists to win both. Positioning and proof handle inclusion. Value proposition and messaging pillars handle selection. Most frameworks only solve for the second.&nbsp;</p>
438<h2>What enterprise buyers actually use to differentiate</h2>
439<p>Enterprise buyers are not ranking features. They are running a private risk assessment, and the vendor who reduces personal professional exposure wins over the vendor with the better demo. The logic behind &ldquo;nobody got fired for buying IBM&rdquo; was never about the product. It was about what the decision would look like if something went wrong.</p>
440<p>The evidence they use is proof: references at companies like theirs (anonymized is possible when named isn&rsquo;t allowed), analyst validation, customer quotes. This is how you get in the door. It&rsquo;s not what keeps a customer from churning.</p>
441<p>Switching cost is the incumbent&rsquo;s weapon. If you&rsquo;re the challenger, switching cost is the barrier you&rsquo;re fighting, not an asset you hold. Don&rsquo;t confuse the two.</p>
442<p>Relationships accelerate; they don&rsquo;t decide. A relationship gets you the meeting. A committee will not override a risk verdict because they like the rep. Relationship is throughput, not the deciding variable.</p>
443<h2>Two different calculations</h2>
444<p>Loss aversion is the dominant force in aggregate. As Kahneman wrote in <em>Thinking, Fast and Slow</em>:</p>
445<blockquote><p>&ldquo;When directly compared or weighted against each other, losses loom larger than gains.&rdquo;</p><cite>Daniel Kahneman, <em>Thinking, Fast and Slow</em></cite></blockquote>
446<p>The economic buyer, IT, security, legal, and procurement are playing not-to-lose. They carry downside and no upside, so their entire job is to avoid the bad pick. The champion and the executive sponsor are the opposite. The champion&rsquo;s reputation rises if this works. The sponsor wants to look forward-thinking. Those two are playing to win. Everyone else at the table is a loss-aversion machine wearing business casual.</p>
447<p>A deal dies when the not-to-lose majority overrides the people playing to win. So your messaging has to do two jobs simultaneously. Give the champion the win story, something worth spending political capital on. Give everyone else the cover: proof you&rsquo;ve done this before with companies like theirs, security answers, defensibility. Do only the win story and you arm a champion who gets outvoted. Do only the not-to-lose story and nobody fights for you, so the deal dies.</p>
448
449<p>Doing nothing is the ultimate not-to-lose move. Your messaging has to make inaction feel riskier than action: the cost of staying where they are, the window they&rsquo;ll miss, the problem that compounds while they wait. That is the competitive argument most messaging never makes.</p>
450<p><a href="https://hbr.org/2018/03/the-b2b-elements-of-value" target="_blank" rel="noopener noreferrer">Bain&rsquo;s B2B Elements of Value research</a> (HBR, 2018) puts risk reduction, quality, and service support at the foundation of every enterprise purchase. That foundation gets tested at every renewal. The committee is still managing risk.</p>
451<h2>Post-sale messaging system</h2>
452<p>This is where the money is, and it is where nearly everyone stops doing the work.</p>
453<p>Most startups treat the post-sale period as customer success territory. CS owns the relationship and runs the QBRs. Marketing moves on to filling the top of the funnel. The buying committee map that marketing built to close the first deal gets filed and forgotten.</p>
454<p>At renewal, the full buying committee doesn&rsquo;t re-form. The solution is a budgeted line item and the department decides whether to keep spending. But someone still has to justify the cost. And whoever approved it still carries the downside if the product stops delivering.</p>
455<p>The companies earning net revenue retention above 120 percent are not leaving this to chance. They run a deliberate, role-specific marketing program. That program has five components, each aimed at a specific person in the account, timed to when that person needs it.</p>
456<h3>The standard cadence</h3>
457{{block:0}}
458<ul>
459<li><strong>Thirty days after close,</strong> end users need onboarding success metrics. A concrete measurement showing the product is doing what was promised. This is your first deposit in the trust account you will draw on at renewal.</li>
460<li><strong>Sixty to ninety days in,</strong> the budget owner needs an ROI report tied to the goals they stated during the original sale. Numbers they can put in front of their VP to prove the spend was justified. If your champion can&rsquo;t defend ROI at renewal, they have nothing to fight with. Give them the ammunition before they need to ask.</li>
461<li><strong>At the expansion window</strong> (and you should know when this is for each account), the champion needs a case study of a company similar to theirs that expanded. A specific success story: their industry, their size, the path to whatever KPI determines a win. Something they can forward with &ldquo;this could be us.&rdquo;</li>
462<li><strong>Sixty days before the budget cycle closes,</strong> the executive sponsor needs a value brief. If the renewal conversation starts in September, the VP needs the value story before July. By September the line is already contested and your champion is playing defense without a playbook.</li>
463<li><strong>

463Always-on,</strong> your <a href="/services/enterprise-strategy">CS team needs the buying committee map</a> and a marketing toolkit. <a href="https://www.forrester.com/report/customer-success-emerges-as-a-driver-of-influence-in-the-b2b-buying-journey/RES182780" target="_blank" rel="noopener noreferrer">Forrester&rsquo;s 2024 Buyers&rsquo; Journey Survey</a> found that customer success interactions were the third most-cited personal influence on B2B buying decisions, behind product experts and sales. If your CS team is flying without marketing air cover (and most are), you are handing the most influential post-sale touchpoint to someone with no marketing to work with.</li>
464</ul>
465<h2>When the calendar is wrong</h2>
466<p>The standard cadence is a starting point, not a plan. The best-run programs override the calendar with signals.</p>
467<p>A usage drop at day 45 should trigger an intervention that the standard cadence wouldn&rsquo;t deliver for another month. A spike in support tickets in week three means the onboarding success metrics are off. Product telemetry that shows a team stopped logging in after the first two weeks is not a customer success problem. It is a marketing problem: someone in the account decided the product wasn&rsquo;t worth their time, and nobody made the case.</p>
468<p>Companies that track behavioral signals (login frequency, feature adoption depth, support ticket patterns) and intervene based on what those signals say rather than what the calendar says see measurably better retention. The cadence tells you what to send when things are going well. The signals tell you when things aren&rsquo;t.</p>
469<h2>Committee turnover</h2>
470<p>The committee map you built to close the deal has a shelf life. People leave. New executives arrive. Each change is a risk event.</p>
471<p>When a champion leaves, you lose your internal salesperson. The replacement needs the value story from scratch: why the company bought, what the ROI has been, what expansion looks like. Marketing built that story once. It should not take a new champion three months of internal archaeology to reconstruct it.</p>
472<p>When a new VP arrives, they inherit a portfolio of vendor relationships they did not choose and do not yet understand. If you are not in front of that VP within the first 30 days with a value brief tailored to their priorities (not the old sponsor&rsquo;s priorities), someone else will be. New executives consolidate. Your job is to be the platform they consolidate around, not the one they cut.</p>
473<p>When procurement rotates, the compliance and security story resets. The answers your team provided during the original evaluation are buried in someone else&rsquo;s email. Surface them proactively or answer them again from scratch under less favorable conditions.</p>
474<h2>Healthy accounts vs. at-risk accounts</h2>
475<p>The standard cadence assumes a healthy account. For healthy accounts, the program focuses forward: expansion case studies, multi-threaded relationships across the committee, and proactive value briefs timed to the budget cycle.</p>
476<p>At-risk accounts need a different playbook:</p>
477<ul>
478<li><strong>Accelerated value proof:</strong> pull forward the ROI report and get it in front of the budget owner immediately, not at the scheduled 90-day mark.</li>
479<li><strong>Executive-to-executive engagement:</strong> your leadership talks to their leadership, because the relationship between a CSM and a day-to-day user is not enough to override a VP who wants to cut the line item.</li>
480<li><strong>Competitor displacement defense:</strong> if someone is shopping alternatives (and if they are at risk, they usually are), your champion needs the competitive argument before the challenger makes theirs.</li>
481</ul>
482<p>The at-risk cadence compresses timelines and elevates the seniority of every touchpoint. If you&rsquo;re running the standard playbook on an account that&rsquo;s already in trouble, you are doing the right things too late.</p>
483<h2>Run by end of day</h2>
484<ul>
485<li>When was the last time marketing sent anything to an existing customer that was not a product update or a newsletter? If the answer is never, that is the gap.</li>
486<li>

486Can your customer success team point to a specific piece of marketing material they used in the last renewal or expansion conversation? If they are writing their own, you have a quality control problem on top of a coverage one.</li>
487<li>Pull up the most recent QBR deck for your biggest account. Does it contain ROI metrics tied to the customer&rsquo;s stated goals from the original sale, or is it feature-usage charts and support ticket counts?</li>
488</ul>
489<p>Your message got you into the account. Whether it keeps working in every room after that is the difference between a contract that churns and one that compounds.</p>
490
491<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Work With Us</p><h3 class="blog-inline-cta-title">Build the messaging that keeps selling after the contract is signed</h3><p class="blog-inline-cta-body">If your post-sale program is a newsletter and a QBR, you are leaving NRR on the table. Start with a <a href="/products/sprint">Brand and Messaging Sprint</a>, or <a href="/contact">talk to us</a> about building the full system.</p></div>`,contentBlocks:[{type:"cadence-timeline"}]},{id:"6007",image:_P,editorialGrade:!0,imageAlt:"Black and white editorial photo of two professional colleagues with coffee cups talking in a modern office break room, illustrating the informal conversations where enterprise B2B vendor recommendations actually get made",title:"How Enterprise B2B Decisions Are Made (And How to Influence Them)",slug:"how-enterprise-b2b-decisions-are-made",category:["Enterprise Strategy","Behavioral Science"],seoTitle:"How Enterprise B2B Decisions Are Made",seoDescription:"Enterprise deals are decided in private conversations long before the RFP arrives. Learn the 5 things to have in place before the buying cycle starts.",excerpt:"Most enterprise deals are won and lost in conversations you will never see, between people who trust each other, where one of them tries to recall something about your company and either can or cannot. Here is what you need in place long before the buying cycle begins.",readTime:8,author:"Shira Abel",datePublished:"2026-05-27",dateModified:"2026-05-27",featured:!0,globalFeaturedOrder:1,tldr:"Enterprise B2B deals are decided in private conversations before the RFP exists. To become the vendor that gets named in those rooms, you need five things: a product that does what you say it does, a brand that holds up in the field, marketing that reaches buyers long before sales does, consistency across every touchpoint, and time. The dark funnel is a reputation problem, not a measurement problem. The only thing that shows up in the room you cannot see is what you already built into the market.",faqSchema:[{question:"What is the dark funnel in enterprise B2B?",answer:"The dark funnel is the set of conversations, recommendations, and private channels where buyers form opinions about vendors before any tracked interaction. It is not a measurement problem; it is a reputation problem. The only things that show up in those rooms are the things you already built into the market."},{question:"How do enterprise B2B buying decisions actually get made?",answer:"Most enterprise decisions are made before due diligence begins. A trusted colleague recommends a vendor in a private channel, the buying committee narrows the shortlist based on what they can recall, and the formal process confirms a choice that was effectively made earlier. Forrester finds 82% of B2B buyers trust internal coworkers and 79% trust vendors they already work with. Both sit outside your marketing team's control."},{question:"How does positioning affect AI search results?",answer:"LLMs do not fix unclear positioning; they expose it. When a buyer asks ChatGPT, Gemini, Perplexity or Claude about your category, the tool compresses your content into a few sentences. Specific, named claims about specific, named problems survive the compression. Vague category language disappears."},{question:"Why does marketing consistency matter more than a single big campaign?",answer:"Three psychological effects compound: the mere exposure effect builds familiarity, the serial-position effect keeps recent memories vivid, and the availability heuristic converts familiarity into a decision. Consistent presence across every surface (website, reviews, sales deck, founder content) feeds all three. A single brilliant campaign two years ago feeds none of them."}],content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li>Becoming the known, trusted, chosen brand in enterprise B2B requires <strong>five things</strong>: a product that delivers, a brand that holds up in the field, marketing that reaches buyers before sales does, consistency across every touchpoint, and time.</li><li>Most enterprise deals are decided in <strong>private conversations</strong> long before the RFP arrives. The dark funnel is a reputation problem, not a measurement problem.</li><li>Forrester's Buyers' Journey shows the <strong>highest-trust sources</strong> in a buying decision are coworkers (82%) and existing vendors (79%). Both sit outside your marketing team's control.</li><li>Specificity survives compression. Vagueness does not. Whether the summarizer is a colleague at dinner or an LLM, your <strong>positioning either holds up or disappears</strong>.</li><li>Three effects compound to put you in the room: <strong>mere exposure</strong> builds familiarity, <strong>recency</strong> keeps it fresh, and <strong>availability</strong> converts it into a decision. There is no partial credit.</li></ul></div>
492<p><em>The 5 things you need to have long before the buying cycle begins.</em></p>
493<p>Becoming the trusted, known brand takes five things:</p>
494<ol>
495<li>A product that does what you say it does.</li>
496<li>A brand that fulfills its promise in the field, not just in the deck.</li>
497<li>Strong marketing that reaches buyers long before sales does.</li>
498<li>Consistency across every touchpoint and conversation.</li>
499<li>Time. Especially across multi-quarter enterprise buying cycles.</li>
500</ol>
501<p>People generally underestimate the importance of 4 and 5.</p>
502<h2>Why There Are No Shortcuts in Enterprise Sales Cycles</h2>
503<p>I cannot count how many companies that sell to enterprises who have come to me seeking shortcuts. There are none for high-value deals, period. And anyone telling you they have a shortcut is lying.</p>
504<p>Which means companies that sell to enterprises have to be better planners. It means going to events and working on making meetings with target accounts even when you are still selling to your internal warm networks. It means building content and pipeline long before you need it because it takes longer to convert and the companies in the pipe right now will not become customers or revenue for another year.</p>
505<blockquote class="blog-pullquote"><p>

505Over time, you become known, then trusted, then chosen.</p></blockquote>
506<p>It doesn&rsquo;t change that deals are often decided before the RFP arrives. Somewhere in a private Teams channel, a head of engineering had asked a former colleague for a recommendation. The colleague named a competitor. Not because the competitor had better technology, but because they came to mind first, were considered a good option, and trustworthy. She had read something they published six months earlier, and it stuck with her. The losing vendor had a stronger product, but didn&rsquo;t put much into marketing. They expected their sales team to explain it all with a pitch deck full of proof points. Nobody in the Teams channel even thought of them.</p>
507<p>That is how most enterprise deals are won and lost. Most of the time, the company knows which vendor it wants before due diligence even begins. Decisions are made in private conversations between people who trust each other, where one of them tries to recall something about your company and either can or cannot.</p>
508<p>Think about what showed up in that private conversation on your behalf. It wasn&rsquo;t your sales team or your carefully sequenced nurture campaign. Instead what stayed was an impression your content left in someone&rsquo;s head six months ago. That was your entire representation in the room where the decision got made. The room you did not know about.</p>
509<p>The dark funnel has always existed. It&rsquo;s as simple as asking colleagues for recommendations. It&rsquo;s usually framed as a measurement problem. How do we track what we cannot see? How do we attribute revenue to channels we cannot instrument? That framing is wrong. You will never instrument two people chatting at a conference. You will never put a tracking pixel on a dinner conversation. The dark funnel is not a data problem. It is a reputation problem.</p>
510<p>The only things that show up in that room are the things you already built.</p>
511<h2>What the room runs on</h2>
512<p>I have spent decades watching companies lose deals they should have won. The pattern is always the same. The product is strong. The team is capable. And when you ask five people in the building what the company does differently, you get five different vague answers that aren&rsquo;t especially good and don&rsquo;t hold up to scrutiny.</p>
513<p>This is a <a href="/resources/scale-framework">positioning problem</a>, and it is fatal in the dark funnel, because the dark funnel runs on one thing: the words other people use to describe you when you are not there.</p>
514<p>If you have a sentence that is specific and true and repeatable, you get on shortlists you never applied for. If it does not exist, if the best anyone can manage is &ldquo;I think they do something with data integration,&rdquo; you lose to the competitor who gave the market a sentence that stuck.</p>
515<table><thead><tr><th>Type</th><th>Example sentence</th></tr></thead><tbody><tr><td><strong>Specific</strong></td><td>&ldquo;We cut onboarding time for B2B SaaS sales teams in half.&rdquo;</td></tr><tr><td><strong>Vague</strong></td><td>&ldquo;We help companies onboard better.&rdquo;</td></tr></tbody></table>
516<p><a href="https://www.forrester.com/blogs/b2b-buyers-rate-their-most-trusted-information-sources/" target="_blank" rel="noopener noreferrer">Forrester&rsquo;s Buyers&rsquo; Journey</a> confirms the mechanic. Eighty-two percent of B2B buyers trust coworkers and management inside their own organization. Seventy-nine percent trust vendors they already work with. Industry peers and independent analysts sit between 66% and 72%. The highest-trust sources in a buying decision are the ones farthest from your marketing team&rsquo;s control.</p>
517<h2>Content that survives compression</h2>
518<p>A lot of B2B content is built to collect an email address. It sits behind a gate, creates an MQL, and someone follows up. The model is helpful if the form fill is near the start of the buyer&rsquo;s journey but it&rsquo;s not. It&rsquo;s typically at the end when the decision is close to done. The content that shaped the buyer&rsquo;s thinking was the blog post a colleague sent in a DM, the podcast episode on a commute, the article that showed up when they asked an LLM what mattered in your category.</p>
519<p>That last channel is the newest and the most brutal. Forrester&rsquo;s 2025 Buyers&rsquo; Journey Survey found that generative AI tools were the single most cited meaningful interaction type buyers used for vendor research. When an LLM answers a buyer&rsquo;s question about your category, it pulls from whatever content it can find and compresses it into a few sentences. If your content is vague, the compression loses you entirely. If your content makes specific, named claims about specific, named problems, the compression preserves your point. The same principle applies when a human summarizes you to a colleague over drinks. Specificity survives compression. Vagueness does not.</p>
520<p>Content that works in the dark funnel makes a clear-cut claim about a real problem. It is useful without requiring a sales conversation to complete the thought. And it is structured clearly enough that whether a person or a machine summarizes it, the summary still sounds like you.</p>
521<h2>Marketing makes sales easier</h2>
522<p>The <a href="/services/marketing-strategy">marketing</a> you&rsquo;re not doing today is the revenue you&rsquo;re not closing later. People forget you when you&rsquo;re not in front of them, and your <a href="/products/revenue-enablement">Account Executive</a> cannot be in all of the places all of the time.</p>
523<p>There&rsquo;s a reason the vendor in the Teams channel story came to mind first. She had seen their content a few months earlier, and it was written well enough to be memorable. She probably skimmed 

523it on her phone between meetings. And when the question came up, that company felt familiar, and familiar felt safe. Psychologists call this the <a href="https://www.ebsco.com/research-starters/psychology/mere-exposure-effect" target="_blank" rel="noopener noreferrer">mere exposure effect</a>: repeated contact with a stimulus increases liking, even when the person isn&rsquo;t paying conscious attention. It doesn&rsquo;t require engagement. It requires presence.</p>
524<p>But presence alone isn&rsquo;t enough if it happened two years ago. Memory decays, and it decays unevenly. The <a href="https://www.ebsco.com/research-starters/health-and-medicine/recency-effects" target="_blank" rel="noopener noreferrer">serial-position effect</a> shows that people recall what they encountered most recently far better than what came in the middle. Your brilliant LinkedIn post from 18 months ago is gone. The competitor&rsquo;s one from last week is what sticks. This is why consistency matters more than any single campaign, no matter how good it is. You are not building toward one moment of brilliance. You are trying to be the most recent, credible thing someone saw when the question comes up.</p>
525<p>And when the question does come up, people don&rsquo;t run a thorough evaluation. They go with what comes to mind. Tversky and Kahneman&rsquo;s work on the <a href="https://www.sciencedirect.com/science/article/abs/pii/0010028573900339" target="_blank" rel="noopener noreferrer">availability heuristic</a> showed that people judge probability and importance based on how easily examples surface in memory. If your company name comes up fast, you feel like the right answer. If it doesn&rsquo;t, you don&rsquo;t exist in that conversation. It has nothing to do with how good you are. You need to be in the buyer&rsquo;s head at the moment it mattered.</p>
526<p>These three effects compound. Repeated exposure builds familiarity. Recency keeps that familiarity fresh. And availability converts familiarity into a decision. Your <a href="/services/enterprise-strategy">marketing program</a> either feeds all three or it feeds none of them. There is no partial credit.</p>
527<h3>The only question that matters</h3>
528<p>There is a version of your company that circulates in conversations you will never see. It is not your brand guidelines. It is not your boilerplate. It is the three-sentence version that a real person would say to another real person when asked, &ldquo;Hey, what companies would you recommend for XYZ?&rdquo;</p>
529<p>No amount of attribution modeling fixes that sentence. No dashboard tells you that a buying committee met last Tuesday and nobody thought of you.</p>
530<p>So the question is not how to measure the dark funnel. The question is what you sent into it. What <a href="/products/sprint">messaging</a> did you give the market to use? What content did you build that is specific enough to survive six months in someone&rsquo;s memory and a two-sentence summary in an LLM response?</p>
531<p>Get those right, and the room takes care of itself.</p>
532<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Work With Us</p><h3 class="blog-inline-cta-title">Build the version of your company that shows up in the room</h3><p class="blog-inline-cta-body">If your positioning needs to survive six months in someone&rsquo;s memory and a two-sentence LLM summary, that is what we do. Start with a <a href="/products/sprint">Brand and Messaging Sprint</a>, or <a href="/contact">talk to us</a> about the bigger picture.</p></div>`},{id:"6005",image:yP,title:"The ABM Marketing Funnel Became a Martini Pipeline",slug:"martini-pipeline-abm-marketing-funnel-became",category:"Enterprise Marketing",seoTitle:"The Martini Pipeline: The ABM Funnel After LLMs",seoDescription:"The B2B funnel is no longer a bow-tie. It is a martini pipeline: wide at the top, narrow through LLM-assisted validation, and wide again after the win.",imageAlt:"Comparison infographic showing the pre-LLM ABM bow-tie funnel next to the post-LLM martini pipeline funnel, with ground-truth metrics: 95% day-one shortlist, 61% first contact, 94% use LLMs",excerpt:"For years, enterprise B2B teams have talked about the funnel like it was something we could see. Then ABM gave us the bow-tie. Now, in the post-LLM world, the funnel has changed shape again. It is not a bow-tie anymore. It is a martini pipeline: wide at the top, skinny through LLM-assisted validation, and wide again after the win.",readTime:9,author:"Shira Abel",featured:!0,globalFeaturedOrder:3,tldr:"The enterprise B2B funnel is no longer the ABM bow-tie. Buyers now start with requirements (not awareness), use LLMs to focus and validate, and arrive at first contact at 61% of the journey already knowing the category. 95% of deals are won by a vendor on the buyer's day-one shortlist, which means messaging, positioning, and consistency across every surface (website, reviews, sales deck, founder content) decide whether you are in the deal before anyone on your team knows there is one.",dateModified:"2026-04-26",content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li>The post-LLM enterprise funnel is shaped like a martini glass: wide at the top, narrow almost immediately, skinny through validation, and wide again after the win.</li><li>The new buyer journey is requirements, focus, engagement, validation, decision. Instead of awareness, engagement, consideration, evaluation, decision.</li><li>95% of deals are won by a vendor on the buyer's day-one shortlist (6sense 2025). Not on that list? You are not in the deal.</li><li>First contact now happens at 61% of the buyer journey, pulled forward by 6 to 7 weeks. By the time sales is in the room, the buyer is validating, not learning.</li><li>LLMs expose unclear positioning quickly, because they access everything. Inconsistency across your website, reviews, sales deck, and founder content widens the perception gap and gets you eliminated.</li></ul></div>
533<p>For years, enterprise B2B teams have talked about the funnel like it was something we could see. A buyer became aware of a problem, engaged with content, considered vendors, evaluated options, made a decision, and then moved into expansion after the win. In reality it was never that clean, but it gave us a useful model. Then Account-Based Marketing came along and we started using the bow-tie funnel, because the sale didn&rsquo;t end at closed-won. Land-and-expand became the new norm (sell the initial proof of concept for 50k and expand the account to be 500k+). The right side of the funnel mattered too: adoption, retention, upsell, expansion, and all the lovely things that happen when a customer is successful.</p>
534<p>That model matters. Expansion is critical. Customer success is needed for highly technical products and helps expand accounts. None of that has disappeared.</p>
535<p>What has changed is the left side of the funnel.</p>
536<p>The top has compressed. The buyer is doing more work earlier, faster, and in places your team often cannot see yet. They are not slowly wandering through awareness, consideration, and evaluation the way your dashboard wants them to. They are getting together, figuring out what they need, asking LLMs and trusted communities for help, <a href="/resources/blog/your-buyer-researched-you-before-the-call" class="text-[#316263] font-bold underline">checking reviews and analysts</a>, and narrowing the field before most vendors know there is even a deal.</p>
537<p>

537When I first sketched the new funnel, I called it a champagne flute. Admittedly, I do not drink much. A colleague, who does drink occasionally, very kindly informed me that what I was describing was actually a martini glass. They were right. The new enterprise funnel is not really a bow-tie anymore. It is more like a martini glass: wide at the very top, narrow almost immediately, skinny through validation, and then wide again after the win.</p>
538<figure class="blog-figure"><img src="/assets/martini-pipeline-infographic.jpeg" alt="Comparison infographic showing the pre-LLM ABM bow-tie funnel next to the post-LLM martini pipeline funnel, with ground-truth metrics: 95% day-one shortlist, 61% first contact, 94% use LLMs" /><figcaption>The funnel is changing shape: from the ABM bow-tie to the post-LLM martini pipeline. Data: 6sense 2025, Forrester 2025.</figcaption></figure>
539<h2>The buyer starts with requirements now</h2>
540<p>That change matters because it shows where the decision pressure has moved.</p>
541<p>The old funnel started with awareness. The new one starts with requirements.</p>
542<p>A big difference.</p>
543<p>Buyers are not beginning by asking, &ldquo;Who should we talk to?&rdquo; They are beginning by asking, &ldquo;What do we need?&rdquo; The committee, whether formal or informal, starts sorting out requirements. What:</p>
544<ul>
545<li>problem are we trying to solve?</li>
546<li>matters most?</li>
547<li>are the must-have features?</li>
548<li>risk are we trying to avoid?</li>
549<li>does success need to look like?</li>
550<li>did we try before?</li>
551<li>will legal care about?</li>
552<li>will finance push back on?</li>
553<li>will make the implementation team revolt?</li>
554</ul>
555<p>This is where LLMs become dangerous for companies with weak messaging.</p>
556<p>A buyer can now ask ChatGPT, Gemini, Perplexity, Claude, or whatever tool they prefer to help them structure the category. They can ask what matters in the buying decision, which vendors fit a specific use case, and what questions they should ask before buying. They can ask for comparisons, risks, alternatives, weaknesses, and implementation issues.</p>
557<p>That does not mean the LLM is making the decision for them. This would be a lazy take, and I do not think it is what is happening. Enterprise buyers are not simply typing, &ldquo;Who should buy?&rdquo; and then handing over a purchase order. High-ACV products are complex decisions made with committees, politics, risk, procurement, legal, IT, finance, internal champions, and people who have very strong opinions because they were burned by purchasing a similar tool three jobs ago.</p>
558<p>But LLMs are helping buyers get smarter faster.</p>
559<p>Which is the real change.</p>
560<h2>The shortlist forms before you see the buyer</h2>
561<p>According to <a href="https://6sense.com/report/b2b-buyer-experience-report/" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">6sense&rsquo;s 2025 B2B Buyer Experience Report</a>, 95% of deals are won by a vendor that was on the buyer&rsquo;s initial day-one shortlist. The report also says the shortlist is typically small, with buyers coming into the process already familiar with most of the vendors they will consider.</p>
562<p>Think about what that means.</p>
563<p>Not on the day-one consideration list? You are not in the deal.</p>
564<p>Yes, there is technically a chance you can break in later. But if 95% of deals are won by a vendor that was already on the initial shortlist, then being absent from that list gives you terrible odds. It is the business equivalent of showing up to the airport after the plane has boarded, the door has closed, and then wondering why your seat is gone.</p>
565<p>This is where a lot of companies are still operating from an outdated assumption. They think the game is getting the buyer to raise their hand. That matters, but the more important question is whether the buyer, or the LLM helping the buyer, understood you well enough to include you before the hand was ever raised.</p>
566<p>That is where <a href="/resources/blog/what-messaging-and-positioning-can-and-cannot-do" class="text-[#316263] font-bold underline">messaging and positioning</a> come in.</p>
567<h2>Your website matters before the buyer visits it</h2>
568<p>For a while, people acted like websites had become less important because buyers were not always visiting them early in the process. That was probably already wrong, but with LLMs it is even more wrong.</p>
569<p>Your website may be more important now because it feeds the systems buyers use before they talk to you.</p>
570<p>

570The buyer may not visit your homepage until later, but the LLM will likely have already read it, <a href="/resources/blog/seo-is-no-longer-enough-b2b-guide-to-aeo" class="text-[#316263] font-bold underline">summarized it</a>, compared it, and used it to decide whether you fit the requirements.</p>
571<p>This is the part that should make every founder and marketing leader sit up straight.</p>
572<p>If your homepage is vague, you will be summarized vaguely. If your product pages sound like everyone else&rsquo;s product pages, you will be placed in the generic pile. If your differentiators are buried under jargon, the LLM may not pull them forward. If your website says one thing, your G2 reviews say another, your sales deck says a third, and your founder&rsquo;s LinkedIn says something else entirely, you have a consistency problem.</p>
573<p>And consistency matters because buyers are looking for confidence. They are trying to reduce risk. They are trying to figure out if you are who you say you are.
574
575
576Yes, that's a lot of "ifs" and yet so often these are the exact problems a company has because they never took the time to get their positioning, messaging, and storytelling down.</p>
577<p>LLMs expose unclear positioning quickly, because they access everything.</p>
578<p>This is why your website is no longer just a validation asset. It is part of how you get interpreted before the visible sales process begins.</p>
579<h2>The new journey is requirements, focus, engagement, validation, decision</h2>
580<p>The post-LLM funnel is not &ldquo;awareness, engagement, consideration, evaluation, decision&rdquo; with an AI sticker slapped on top. The steps are different because the behavior is different.</p>
581<p>The buyer starts with requirements. They define what they need, what they cannot tolerate, and what would make a vendor a fit.</p>
582<p>Then they move into focus. This is where the list gets narrowed quickly. The group figures out which list of 4 - 5 companies they are moving forward with. Typically there&rsquo;s already a favorite that the champion has already either reviewed or worked with previously. This list is built through LLM research and relationships. One or two wild cards might be in this mix, a newcomer that doesn&rsquo;t have a built reputation yet.</p>
583<p>Then comes engagement, but not in the old sense. This is not &ldquo;downloaded an eBook and now MQL scoring begins.&rdquo; This is focused engagement. They are looking deeply at that small group of vendors. They are not learning the category from scratch anymore. They are checking whether the vendors on the list hold up. The website gets reviewed, the materials get downloaded.</p>
584<p>Then comes validation. This is the skinny part of the martini glass.</p>
585<p>The buyer checks G2. They check Gartner, Forrester, and other analyst or expert sources if those matter in the category. They ask peers. They go into think tanks like Pavilion or private community Slack groups like AI Marketers Guild and say, &ldquo;Who are you using for this? What do I need to know? What went wrong? Who looks better in the sales process than they are in implementation?&rdquo;</p>
586<p>This part matters because a reference from someone who has already worked with your company is one of the strongest forms of trust. The buyer does not just want to know whether your product can technically do the thing. They want to know what it will feel like to live with the decision.</p>
587<p>Which is a different question.</p>
588<p>It includes product, but it also includes implementation, customer success, support, pricing surprises, politics, internal adoption, and whether the champion will look smart six months from now.</p>
589<p>Only after that do they move into decision.</p>
590<p>And by the time they get there, things can close faster because the uncertainty has been reduced.</p>
591<h2>First contact is not as early as it looks</h2>
592<p>6sense reports that buyers are now contacting vendors at around 61% of the way through their journey, pulled forward by about six to seven weeks compared with the prior year. Source: <a href="https://6sense.com/report/b2b-buyer-experience-report/" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">6sense 2025 B2B Buyer Experience Report</a>.</p>
593<p>At first glance, that sounds like great news. Earlier contact! Sales gets in sooner! Everyone celebrate.</p>
594<p>Yeah, no.</p>
595<p>Earlier contact does not necessarily mean earlier decision-making. It may mean buyers are doing the early work faster. They have already defined requirements, narrowed the field, checked the obvious sources, asked the LLM follow-up questions, and built a point of view. Now they are reaching out to vendors to see if their favorite is as good as they think.</p>
596<p>That first conversation is validation.</p>
597<p>If your sales team treats the buyer like they are at the beginning of the journey, you will create friction immediately. They already know the category. They may know y

597our pricing range. They may know your competitors. They may know the complaints in your reviews. They may know which features matter and which ones are table stakes. They are not asking, &ldquo;What do you do?&rdquo; They are asking, &ldquo;Can you prove you are what we already think you are?&rdquo;</p>
598<p>That requires a different sales motion.</p>
599<h2>Buying committees make this even messier</h2>
600<p><a href="https://www.gartner.com/en/sales/insights/b2b-buying-journey" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">Gartner</a> has been showing for years that B2B buying is not a simple linear process and that buyers spend much of the journey doing independent research before talking to sales.</p>
601<p><a href="https://www.forrester.com/blogs/category/b2b-buying/" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">Forrester&rsquo;s latest research</a> says that the buying committee has &ldquo;an average of thirteen people inside the buyer&rsquo;s organization and nine from outside involved in making a purchase decision.&rdquo;</p>
602<p>This matters because the LLM does not just empower one buyer. It empowers everyone on the committee.</p>
603<p>Your champion is doing research. The CFO is doing research. The technical evaluator is doing research. Procurement is doing research. Someone in operations is asking a peer. Someone else is checking reviews. A former colleague is sending a voice memo. The person who will be stuck using the system every day is asking different questions than the executive buyer.</p>
604<p>Everyone can now come to the table with their own research.</p>
605<p>That can help you if your messaging is clear and consistent.</p>
606<p>It can hurt you badly if it is not. Inconsistency lowers trust.</p>
607<p>The buyer is not receiving one controlled narrative from your sales team. They are assembling a picture from multiple sources. Those sources do not line up? Your perception gap widens.</p>
608<p>And when there is a perception gap, people do what they always do. They default to risk avoidance.</p>
609<h2>This is a perception problem</h2>
610<p>I keep coming back to this because it is the thing most companies miss.</p>
611<p>This is not just a traffic problem. It is not just an AEO problem. It is not just an AI visibility problem. It is not just &ldquo;we need more content.&rdquo;</p>
612<p>It is a perception problem.</p>
613<p>The buyer, the committee, the LLM, the analyst, the review site, the peer recommendation, and the sales conversation all need to add up to a coherent picture. That does not happen by accident. It happens when messaging and positioning are clear enough to travel.</p>
614<p>Many companies have an understanding problem.</p>
615<p>They cannot explain who they are for, what problem they solve, why they are different, what category they belong in, and why a buyer should trust them now. So the market fills in the gaps.</p>
616
617<p>And it is even more dangerous when the first pass is happening through an LLM.</p>
618<h2>What companies need to fix</h2>
619<p>The practical takeaway is not &ldquo;publish 200 AI-generated blog posts.&rdquo; Please for the love of all things, do not do that. You will get filtered out.</p>
620<p>The first thing to fix is your messaging. Your website needs to clearly explain who you are for, what problem you solve, what situation makes you the right fit, and why you are different from the alternatives. In clear language.</p>
621<p>The second thing to fix is your positioning. You cannot be everything to everyone. LLMs, like buyers, need context. Refusing to make strategic choices makes you harder to understand. Which means you are easier to exclude.</p>
622<p>The third thing to fix is your proof. Claims are not enough. You need customer stories, review presence, analyst references, comparison content, implementation proof, and clear examples of where you win. Social proof has always mattered in B2B, but now it is part of the data layer that helps buyers and LLMs decide whether you belong in the conversation.</p>
623<p>The fourth thing to fix is consistency. Your homepage, product pages, sales deck, founder content, review site listings, and case studies should not sound like they were written by five different c

623ompanies. Mixed messages create doubt. Doubt slows deals. In a compressed funnel, doubt can remove you before you ever get a chance to explain.</p>
624<h2>At the End of the Day</h2>
625<p>The funnel did not disappear.</p>
626<p>It moved upstream.</p>
627<p>Buyers are buying. Committees are deciding. Sales matters. Expansion matters. Relationships matter. Peer trust matters. Analyst and review sites matter.</p>
628<p>But the first meaningful filter now happens earlier than most teams are built for.</p>
629<p>The buyer starts with requirements. LLMs help them focus. Communities and third-party sources help them validate. Sales enters later than your process wants to admit, even when first contact technically happens earlier than before.</p>
630<p>That means your messaging and positioning have to work before you are in the room.</p>
631<p>Because by the time you get the meeting, the buyer has decided what box you are in.</p>
632<p>The question is whether that box helps you win.</p>
633<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Recommended Next Step</p><h3>Brand &amp; Messaging Sprint</h3><p>If your positioning is not earning you a spot on the day-one shortlist, the rest of the funnel cannot save you. Hunter &amp; Bard&rsquo;s two-week Sprint rebuilds the messaging architecture your buyers, their committees, and the LLMs they rely on need to put you in the deal before sales ever gets a meeting.</p><a href="/products/sprint" class="blog-inline-cta-link">Explore the Sprint &rarr;</a></div>
634<h2>Sources</h2>
635<ul>
636<li><a href="https://6sense.com/report/b2b-buyer-experience-report/" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">6sense, 2025 B2B Buyer Experience Report</a></li>
637<li><a href="https://www.gartner.com/en/sales/insights/b2b-buying-journey" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">Gartner, The B2B Buying Journey</a></li>
638<li><a href="https://www.forrester.com/blogs/category/b2b-buying/" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">Forrester, B2B buying research and insights</a></li>
639<li><a href="https://www.trustradius.com/vendor-blog/b2b-buying-disconnect-report" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">TrustRadius, B2B Buying Disconnect research</a></li>
640<li><a href="https://www.g2.com/research" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">G2, B2B software buyer research</a></li>
641</ul>`,faqSchema:[{question:"What is the martini pipeline funnel?",answer:"The martini pipeline is the post-LLM shape of the enterprise B2B funnel. It is wide at the very top (where buyers define requirements), narrow almost immediately as LLMs surface and prioritize the most relevant vendors, skinny through validation, and then wide again after the win during expansion. It replaces the ABM bow-tie because the left side of the funnel has compressed and the buyer is doing more work earlier and faster, often before vendors know there is even a deal."},{question:"What replaced awareness at the top of the new B2B funnel?",answer:"Requirements replaced awareness. Buyers are not beginning by asking 'Who should we talk to?' They are beginning by asking 'What do we need?' The committee sorts out the problem, the must-have features, the risk to avoid, what success needs to look like, and what legal, finance, and the implementation team will care about, often with help from LLMs, before any vendor is contacted."},{question:"What is the day-one shortlist and why does it matter?",answer:"According to 6sense's 2025 B2B Buyer Experience Report, 95% of deals are won by a vendor that was already on the buyer's initial day-one shortlist. The shortlist is typically small and forms before vendors are contacted. If you are not on the day-one shortlist, you are not just behind, you are not in the deal."},{question:"When does first contact happen in the post-LLM B2B buyer journey?",answer:"6sense reports that buyers now contact vendors at around 61% of the way through their journey, pulled forward by about six to seven weeks compared with the prior year. Earlier contact does not mean earlier decision-making. The buyer has already defined requirements, narrowed the field, and built a point of view. The first conversation is validation, not learning."},{question:"Why do LLMs make B2B messaging and positioning more important, not less?",answer:"LLMs do not fix unclear positioning. They expose it. If your homepage is vague, you will be summarized vaguely. If your product pages sound like everyone else's, you will be placed in the generic pile. If your website, G2 reviews, sales deck, and founder content say different things, the perception gap widens and risk-averse buyers eliminate you. The website is now part of how you get interpreted before the visible sales process begins."}]},{id:"6010",image:TP,imagePosition:"center",editorialGrade:!0,title:"Founder Led Sales: Why You Close Deals and Your Sales Hire Can't",slug:"founder-led-sales-why-first-sales-hire-fails",category:"Enterprise Strategy",seoTitle:"Founder Led Sales: Why Your First Sales Hire Fails",seoDescription:"A diagnostic guide for technical founders on why first sales hires fail and how to translate founder instinct into a repeatable enterprise sales process.",imageAlt:"Two empty wooden chairs facing each other in a dimly lit modern boardroom with deep teal walls, representing the absence of the founder's authority in a first sales hire's meetings",excerpt:"Your first sales hire will probably fail. SaaStr puts the number above 70% for early sales hires at venture-backed startups, and it climbs when the hire happens before the company has a repeatable sales process.",readTime:8,author:"Shira Abel",featured:!0,globalFeaturedOrder:1,tldr:"Most first sales hires at venture-backed companies fail, but not for the reason founders think. Founders close deals through 'grace': pre-existing relationships and the authority to make promises no employee can make. Enterprise hires fail because they lose the brand infrastru

641cture they relied on at their last job and inherit a deck built for engineers. The fix isn't a better salesperson. It's translating the founder's process into positioning, messaging, and playbooks a non-founder can run, before the first hire starts.",dateModified:"2026-05-12",content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li>Over 70% of early sales hires at venture-backed companies fail, and the failure rate climbs when the hire happens before there is a repeatable sales process.</li><li>Founders close deals through 'grace': pre-existing relationships, technical authority, and the ability to make promises no employee can make.</li><li>Enterprise hires fail at small companies because they lose the brand infrastructure (marketing, case studies, credibility) they relied on at their last job.</li><li>The second hire usually succeeds because awareness has accumulated, the first hire reshaped the materials, and the second hire self-selected. </li><li>Reward speed to disqualification in the first 90 days. A fast 'no' protects time, the one resource that does not come back.</li><li>The fix is not a better salesperson. It is creating the <a href="/resources/blog/what-messaging-and-positioning-can-and-cannot-do" class="text-[#316263] font-bold underline">marketing tools that sales person needs</a> to succeed, before they start.</li></ul></div>
642<p><em>A guide for technical, high annual contract value (ACV), founders making their first sales hire</em></p>
643<p>Your first sales hire will probably fail. <a href="https://www.saastr.com/why-your-first-sales-rep-may-fail/" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">SaaStr puts the number above 70% for early sales hires at venture-backed startups</a>, and it climbs when the hire happens before the company has a repeatable sales process.</p>
644<p>That statistic doesn't surprise anyone who's lived through it. What surprises them is the reason. Most founders who've lost a first sales hire will tell you they hired the wrong person. Occasionally they'll say the market wasn't ready. Almost none of them will say the problem was them.</p>
645<p>It was.</p>
646<h2>You got in on a handshake, not a pitch</h2>
647<p>Think about how you closed your first ten customers. Not the pitch, the path.</p>
648<p>Most likely it was through your former colleague. Someone you sat next to at a conference and ended up in a two-hour conversation with. An investor who made an intro because they believed in what you were building. A friend of a friend who happened to run procurement at exactly the right company.</p>
649<p>You got in the door thanks to your relationships. Every single time. And those relationships gave you something a salesperson will never have: grace. The prospect already trusted you before the meeting started. They sat through the confusing slide. They asked clarifying questions instead of checking out. They took the second meeting because they liked you, not because your deck convinced them.</p>
650<p>When they asked about a feature you didn't have yet, you said "we're building that next quarter" and they believed you, because you're the one building it. When they got nervous about buying from a ten-person company, your presence in the room was the reassurance. The CEO is here. This is real.</p>
651<p>That's not selling a product. That's selling <em>you</em>. Your authority and your ability to make promises no employee can make.</p>
652<p>Now imagine stripping all of that away and handing the job to a stranger with a CRM login.</p>
653<h2>The deck you handed them was never doing the work</h2>
654<p>Pull up your sales deck. Try looking at it the way a non-engineer would.</p>
655<p>Most likely, there are too many words on every slide. Technical diagrams that make perfect sense to you and zero sense to a VP of operations who signs purchase orders. Acronyms you stopped noticing two years ago. A product architecture slide that exists because <em>you</em> think it's impressive, not because you're certain it helps move a deal forward.</p>
656<p>You never noticed any of this, because when you present that deck, you talk around the slides. You've learned to watch the room and skip the ones that aren't landing. You pivot mid-sentence when you sense hesitation. You translate your own engineering language into business language on the fly, without thinking about it.</p>
657<p>The deck was never doing the work. You were. And then you gave that deck to a salesperson and called 

657it onboarding.</p>
658<h2>Your hire lost the same thing you did</h2>
659<p>Look at the hire you made.</p>
660<p>Enterprise background. Big brand on the resume. Ten years of closing deals in your industry. Great connections. You thought: this person already knows how to sell. They just need my product.</p>
661<p>They thought: great product, smart founder, and I can bring my rolodex. Easy fit.</p>
662<p>Both wrong. Same reason.</p>
663<p>At the enterprise company, your salesperson had infrastructure you've never thought about. When they called a VP, the VP took the meeting because of the <em>company name</em>, not the rep's name. They had a product marketer who built the narrative. A sales engineer on every technical call. Case studies and reference customers on speed dial. A whole infrastructure designed to make the rep look credible before they opened their mouth.</p>
664<p>At your startup, they have a pitch deck built for engineers and a founder who said "go sell."</p>
665<p>You lost the CEO's authority. They lost the brand. Neither of you realized it. So when the pipeline didn't materialize, you blamed each other. <a href="https://www.forrester.com/blogs/category/b2b-buying/" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">Forrester's 2025 B2B Trust research</a> found buyers trust their own coworkers (82%) and existing vendors (79%) most. Salespeople from new vendors rank near the bottom, just above social media influencers. Your rep isn't competing with your competitor's rep. They're competing with the <a href="/resources/blog/your-buyer-researched-you-before-the-call" class="text-[#316263] font-bold underline">buyer's preference to talk to literally anyone else</a>. They have Google. They have peer networks. They have AI. The bar for what earns a meeting is higher than it was five years ago, and "Hi, I'm calling from a company you've never heard of" doesn't clear it.</p>
666<h2>The second hire works. Not for the reason you think.</h2>
667<p>The rep goes back to work in an enterprise within a year. The founder hires again. This time someone who's "worked with startups before." The second hire closes deals. The founder thinks: I just needed to find the right person.</p>
668<p>Yeah, no. Three things changed while nobody was paying attention.</p>
669<p>The company has been around a year longer. A few people in the market have heard of it. Not many. Enough. A low level of awareness is a lot better than none. That first salesperson, during their year of struggling, built things. Adjusted the deck. Wrote outbound emails that got replies. Figured out which objections came up on every call and started answering them preemptively. The materials are not perfect, but they've been reshaped by someone who is not the founder, for an audience that is not engineers. And the second hire, the startup-experienced one, self-selected. They evaluated the company before accepting the offer. They wouldn't have taken the job if they didn't believe they could rep it.</p>
670<p>The second hire is standing on the foundation that the first hire's year of pain accidentally built. The founder has no reason to ever connect those dots.</p>
671<h2>The prospect's real objection is not your price</h2>
672<p>Your salesperson picks up the phone. The person on the other end has never heard of your company.</p>
673<p>Their first thought is not "what does this product do?"</p>
674<p>It's: "Why would I talk to you? I have no idea who you are. If you were good, I would have heard of you."</p>
675<p>Dismissed. Before features or pricing. Before the deck is ever opened. The prospect doesn't evaluate the product, because the company doesn't exist in their world yet.</p>
676<p>This is the part that has to be solved before anyone is hired. Positioning. Messaging. The story of who this company is and why it exists. Build some awareness. Strong enough to create recognition before the first call, or at minimum, credible enough that a cold outreach doesn't get instantly deleted.</p>
677<h2>If you can only hire one, stay close</h2>
678<p>The ideal first move is two salespeople. Same materials, same market, same <a href="/resources/blog/the-18-month-tax" class="text-[#316263] font-bold underline">ramp</a>. One rep is an experiment with no control group. If that person fails, you cannot tell whether it was the person, the process, the materials, or the market. Two gives you data.</p>
679<p>Most early-stage budgets don't allow for two. If the budget only stretches to one, stay close to the deals. Not to close them. To watch. Sit in on calls. Read the email threads. Pay attention to where conversations die. The job is diagnostic: figure out whether deals are stalling because of the salesperson or because of the positioning, the materials, or the fact that nobody's heard of you yet.</p>
680<p>Founders who skip the diagnostic work spend a year guessing. Then they fire the rep and start over with the same broken system.</p>
681<p>One more thing. Don't put the first hire on a standard commission plan with a quota from day one. The first salesperson is not a closer. They are there to find out whether the sales process works without the founder in the room. Tying half their comp to a number they can't hit because the process hasn't been proven yet produces either desperate discounting or a resignation letter.</p>
682<p>First 90 days: pay them to learn. Reward speed to disqualification. A fast "no" protects the one resource that doesn't come back. Time.</p>
683<h2>The work that should happen first</h2>
684<p>The pattern repeats so consistently that when described to a room full of technical founders, the room goes quiet. Every time. Different c

684ompanies, different products. Same arc. Same ending.</p>
685<p>The fix is not finding a better salesperson. It's translating how the founder sells. The instinct and the trust they build without thinking about it into positioning, messaging, and a narrative that works when the founder is not in the room. It's building playbooks a non-founder can run with. And building a marketing plan so the company has a presence in the market before the new hire starts dialing.</p>
686<p>Most founders don't do this before the first hire. What usually happens: the founder realizes the website is actively hurting deals, or the new salesperson needs more than what exists, or a VC looks at the situation and tells them to get help.</p>
687<p>By then, the company has already lost a year. Sometimes more.</p>
688<p>The work is the same whenever you do it. The cost is not.</p>
689<p>The problem was never the salesperson.</p>
690<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Recommended Next Step</p><h3>Brand &amp; Messaging Sprint</h3><p>The Founder Instinct Translation closes the Sales Infrastructure Gap before your first sales hire ever starts dialing. Hunter &amp; Bard's two-week Sprint turns the trust and authority you build in the room into positioning, messaging, and playbooks a non-founder can run.</p><a href="/products/sprint" class="blog-inline-cta-link">Explore the Sprint &rarr;</a></div>`,faqSchema:[{question:"Why do first sales hires at startups fail?",answer:"SaaStr reports over 70% of early sales hires at venture-backed companies fail, and the rate climbs when the hire happens before there is a repeatable sales process. Most fail because the company has no repeatable process yet and the hire lacks the 'grace' (pre-existing trust and authority) the founder used to close deals."},{question:"What is founder-led sales?",answer:"Founder-led sales is selling that closes through the founder's pre-existing relationships, technical authority, and ability to make commitments no employee can make. Prospects sit through confusing slides, take a second meeting, and trust roadmap promises because the person making them is also building the product."},{question:"Why does an enterprise sales hire often fail at a small company?",answer:"At their previous enterprise employer, the rep had brand infrastructure: a known company name, product marketing, sales engineers, case studies, and reference customers. At a small company that infrastru

690cture does not exist, so the rep loses the credibility that opened doors for them while the founder loses the CEO authority that closed the deals."},{question:"Why does the second sales hire usually succeed?",answer:"Three things changed: a year of accumulated low-level market awareness, materials reshaped by the first hire for a non-engineer audience, and a second hire who self-selected by evaluating the company before accepting the offer. The second hire is standing on the foundation the first hire's year of pain accidentally built."},{question:"How should you compensate a first sales hire?",answer:"Do not put them on a standard commission plan with a day-one quota. For the first 90 days, pay them to learn and reward speed to disqualification. A fast 'no' protects time, the one resource that does not come back. Quotas tied to an unproven process produce desperate discounting or a resignation letter."},{question:"What work should happen before the first sales hire?",answer:"Translate founder instinct into positioning, messaging, and playbooks a non-founder can run, and build enough market presence that cold outreach is not instantly deleted. This is the Founder Instinct Translation that closes the Sales Infrastructure Gap, and skipping it usually costs the company a year."}]},{id:"6004",image:fP,title:"What Messaging and Positioning Can, and Cannot, Do for Your Company",slug:"what-messaging-and-positioning-can-and-cannot-do",category:"Enterprise Strategy",seoTitle:"What Messaging and Positioning Can (and Cannot) Do",seoDescription:"Strong B2B messaging will not close a six-figure deal on first contact. It keeps you on the day-one shortlist where 95% of winning vendors sit.",imageAlt:"Editorial illustration of an enterprise B2B buying committee around a boardroom table with overlapping speech bubbles, representing the multiple stakeholders messaging must serve",excerpt:"Get your messaging right and the leads will come. It is one of the most common promises in B2B marketing, and one of the most misleading. Strong positioning will not make a stranger buy a six-figure product on first contact. What it does is more important: it keeps you from being eliminated before the conversation begins.",readTime:9,author:"Shira Abel",featured:!0,globalFeaturedOrder:5,tldr:"Messaging and positioning will not close an enterprise deal on first contact. Their actual job is survival: keeping you on the day-one shortlist where 95% of winning vendors already sit, and giving your internal champion language they can use to align a 6-to-10 person buying committee. Positioning is infrastructure for risk-averse buyers, not a demand generation shortcut. It compounds over 12 to 18 months, and its value shows up in the deals that did not stall and the committees that did not eliminate you.",dateModified:"2026-04-21",content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li>Strong B2B messaging will not close a six-figure deal on first contact. Anyone promising that has either never sold to enterprise or is selling you something.</li><li>95% of winning vendors are on the buyer's day-one shortlist, and 80% of deals are won by the pre-contact favorite. Positioning's job is to get you on that list before evaluation begins.</li><li>Enterprise buyers are not shopping. They are managing risk. Loss aversion (Kahneman & Tversky, 1979) means they weigh potential losses roughly twice as heavily as equivalent gains.</li><li>You are never selling to one person. Gartner's research shows enterprise buying committees include 6 to 10 decision-makers, each with their own evaluation lens.</li><li>The new buyer journey is requirements, focus, engagement, validation, decision. Instead of awareness, engagement, consideration, evaluation, decision.</li><li>Messaging keeps you in the room. Distribution, proof, and product-market fit do the rest. Positioning is infrastructure, not a 90-day pipeline fix.</li></ul></div>
691<p>Let's start with the promise someone almost certainly made you.</p>
692<p>Maybe it was at a conference or in a pitch deck from an agency. Maybe it was a LinkedIn post that got 3,000 likes. The promise sounds something like this: "Get your messaging right, and the leads will come." Or the slightly more sophisticated version: "Nail your positioning and you'll stand out in a crowded market."</p>
693<p>Both statements are partially true. Which makes them more dangerous than a lie.</p>
694<p>Strong messaging and positioning will not make a stranger buy an enterprise product the first time they encounter you. If you've just been discovered, meaning you showed up in a search, got a referral, or your SDR reached out cold, there is no amount of compelling copy that closes a six-figure deal at that moment. Anyone who tells you it can is either selling you something or has never actually worked in enterprise B2B. Possibly both.</p>
695<p>What it can do is less glamorous, and more important. But it requires understanding what's actually happening inside an enterprise buying decision, because it's almost nothing like what most people assume.</p>
696<h2>The Real Job of a B2B Buyer</h2>
697<p>Enterprise buyers are not shopping. They are managing risk.</p>
698<p>This is the piece that changes everything. In 1979, Daniel Kahneman and Amos Tversky published their landmark <a href="https://www.jstor.org/stable/1914185" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">Prospect Theory paper in <em>Econometrica</em></a>, demonstrating that people evaluate potential losses roughly twice as heavily as equivalent gains. They named the principle loss aversion. In consumer purchases, a bad decision costs money and some frustration. In enterprise purchases, a bad vendor decision can cost millions in implementation failures, derail critical projects, and end careers. The asymmetry between upside and downside is enormous, and it shapes every step of how a buying committee behaves.</p>
699<p>This is the origin of one of the most durable phrases in B2B sales: "Nobody ever got fired for buying IBM." It was never a compliment to IBM's product. It was a precise description of how loss aversion operates at an organizational level. Buyers choose vendors who reduce their personal professional exposure, not just vendors who deliver the best features or the sharpest pitch. The implication for your messaging is significant: being better than the incumbent is often less persuasive than being safe enough to stake your reputation on. <a href="https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/business-branding-bringing-strategy-to-life" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">McKinsey's research on B2B branding</a> found that strong B2B brands outperform weak ones by 20% in EBIT margin. Buyers pay a premium for brands that make their professional lives less risky.</p>
700<h2>The Committee Problem Nobody Warns You About</h2>
701<p>Here is the other thing: you are never talking to one person.</p>
702<p>Edelman cites <a href="https://www.gartner.com/en/sales/insights/b2b-buying-journey" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">Gartner's research on complex B2B purchases</a>, found that the buying group includes 6 to 10 decision-makers, each arriving with 4 to 5 pieces of independent research they later share with the group. And every one of those people is evaluating your company through a completely different lens. The CFO needs a defensible ROI case that holds up under scrutiny. The head of IT is running a risk assessment: Will this break what we already have? Is it secure? Who supports it when something goes wrong? The end user wants to know if it makes their daily work meaningfully less painful. The legal and procurement team wants to know if you're going to be a contractual nightmare. The executive sponsor wants to know if choosing you makes them look forward-thinking or reckless. Sales just wants their lives to be easier, will you deliver that?</p>
703<p><a href="https://media.bain.com/Images/BAIN_BRIEF_The_B2B_Elements_of_Value.pdf" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">Bain & Company's research on the B2B Elements of Value</a> drew from quantitative and qualitative customer studies across three decades. This study i

703dentified 40 distinct elements that matter to B2B buyers, spanning five categories:</p>
704<ol>
705<li>Table stakes</li>
706<li>Functional</li>
707<li>Ease of doing business</li>
708<li>Individual</li>
709<li>Inspirational</li>
710</ol>
711<p>The individual and inspirational categories, which include things like reduced anxiety, career development, and social responsibility, are not soft. They are the dimensions that differentiate vendors who make the shortlist from those who get eliminated. Buyers are buying a story they can tell internally to justify the decision, a narrative that makes sense to each of the stakeholders who has to say yes.</p>
712<p>Your messaging has to work for all of them. Not simultaneously in one document, but across your entire presence. If your positioning is muddled at the top, no amount of persona-specific content fixes the problem downstream.</p>
713<h2>Messaging Is Keeping You in the Room</h2>
714<p>If you accept that enterprise buying is fundamentally about risk management across a committee of people with different fears, then the job of messaging becomes much clearer.</p>
715<blockquote><p><strong>Messaging keeps you from being eliminated.</strong> That is its primary function. Not persuasion. Survival.</p></blockquote>
716<p>Here is how elimination actually works. Long before a formal RFP or vendor evaluation process begins, buyers build a mental model of who belongs in the conversation. This is through conference appearances, peer recommendations, thought leadership, and accumulated exposure across time. That evidence forms a rough shortlist. Vendors who don't make that shortlist don't get considered. According to <a href="https://www.6sense.com/resources/the-2025-b2b-buyer-experience-report/" target="_blank" rel="noopener noreferrer" class="text-[#316263] font-bold underline">The B2B Buyer Experience Report for 2025</a>, 95% of winning vendors are already on the day one shortlist, and 80% of deals are won by the "pre-contact favorite." With first contact now happening at 61% of the journey (that's weeks faster than it was previously), the decision is effectively locked before you even engage. You are either on that list, or you don't exist. LLMs are helping determine that day one shortlist.</p>
717<p>Weak or generic positioning accelerates elimination. If a buyer lands on your website or encounters your pitch and cannot immediately answer <em>what does this company actually do, and who specifically is it for?</em>, you are gone. The brain processes unclear signals as risk, and in a risk-averse environment, anything unclear gets filtered out. In many B2B sectors, half of all brands are mistaken for a competitor by buyers, meaning enormous amounts of marketing spend effectively build awareness for someone else. Undifferentiated positioning is actively expensive.</p>
718<p>Strong positioning passes the elimination test. It gives the buyer's brain a clear, memorable category to file you in. It signals that you understand their world well enough to have earned a place in the evaluation. <strong>It does not close the deal.</strong> It keeps the door from closing on you before the conversation has a chance to begin.</p>
719<h2>What Good Messaging Does</h2>
720<p>Here's what good messaging genuinely delivers:</p>
721<ul>
722<li>It reduces friction in the evaluation process. When your positioning is crisp, buyers can quickly confirm you belong on their shortlist. Anything that simplifies that experience creates a measurable advantage.</li>
723<li>It aligns your internal team. Consistent messaging creates a shared vocabulary across sales, marketing, product, and customer success. When those functions say different things to different stakeholders, you create doubt. Doubt kills enterprise deals.</li>
724<li>It gives your champion something to work with. Your internal advocate needs clear, credible language they can adapt for each stakeholder they're selling to on your behalf. Weak messaging makes their job nearly impossible.</li>
725<li>It builds a compounding trust reserve. Consistent thought leadership, expert conference talks, and proven case studies build the credibility buyers draw on when they enter the market. This is the long game, and it is the one most worth playing.</li>
726</ul>
727<h2>The Trust Timeline Is Non-Negotiable</h2>
728<p>This research doesn't just explain why buyers are risk-averse. It explains why no message, however well-crafted, can compress a <em>trust-building process that requires time</em>. Trust in an enterprise context is not a feeling, it is a track record. It requires repeated exposure, demonstrated competence, and accumulated evidence that you will still exist and be worth dealing with 18 months after the contract is signed.<

728/p>
729<h2>What Messaging Cannot Do</h2>
730<p>In the interest of full transparency, because the space is full of people who will tell you what you want to hear:</p>
731<ul>
732<li><strong>It cannot substitute for proof.</strong> Positioning articulates a compelling claim. It cannot manufacture the case studies, client references, and third-party validation that make that claim credible. Bain's Elements of Value research is clear that substantive factors: risk reduction, quality, and service support all sit at the foundation of every B2B buying decision. Messaging sits on top of that foundation. It cannot replace it.</li>
733<li><strong>It cannot fix a product that isn't right for the market.</strong> This is the most common misapplication of messaging work. If the problem you're solving isn't urgent enough, or your solution isn't meaningfully differentiated, better language around it won't change the outcome. Positioning clarifies a genuine advantage. It cannot invent one.</li>
734<li><strong>It cannot work in isolation.</strong> Messaging without distribution is a document in a folder. It has to reach the right people, repeatedly, across channels, over time. Content, events, peer networks, earned media. All of these are the mechanisms that give positioning its power. The message is the what. Distribution is what makes it matter.</li>
735</ul>
736<h2>The Honest Expectation</h2>
737<p>When founders come to us at Hunter & Bard asking about messaging and positioning work, the first conversation we have is about expectations. Strong positioning is a 12-to-18-month investment in your market presence, not a 90-day pipeline fix. It pays off in the quality of your shortlist appearances, in the efficiency of your champion's internal selling effort, and in the compounding brand equity that makes you increasingly hard for competitors to displace.</p>
738<p>The companies that get frustrated with messaging work are almost always the ones who were told, implicitly or explicitly, that it was a demand generation shortcut. It isn't. It is infrastructure. And like all infrastru

738cture, its value is most visible in the problems you don't have: the deals that didn't stall because your positioning was clear, the committees that didn't eliminate you because your credibility was already established, the champions who could actually close because your materials gave them something real to work with.</p>
739<p>Your messaging is the evidence you present, over time and across every touchpoint, that you are that company.</p>
740<p>That is genuinely difficult to build. Anyone offering you something fast is selling magic. In enterprise B2B, magic doesn't exist. But clear, honest, well-executed positioning compounds in ways that become very hard for competitors to replicate. That's worth building.</p>
741<div class="blog-expert-verdict"><h3>Strategic Insight: Hunter & Bard</h3><p>Most messaging engagements fail because they are sold as pipeline accelerators when they are actually shortlist insurance. The companies that get the most value from positioning work treat it like infrastructure: built once, maintained continuously, and measured against the deals that did not slip rather than the ones that closed faster. If your sales team is constantly re-explaining who you are to every new stakeholder in a deal, that is a positioning problem showing up in the pipeline. Fixing it upstream is almost always cheaper than absorbing it downstream.</p></div>
742<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Recommended Next Step</p><h3>Brand & Messaging Sprint</h3><p>Hunter & Bard works with B2B technology companies to build the messaging and positioning foundations that earn enterprise trust before the first meeting, and long after the deal closes. Our two-week Sprint rebuilds the messaging architecture your buyers, their committees, and the LLMs they rely on need to put you in the deal before sales ever gets a meeting.</p><a href="/products/sprint" class="blog-inline-cta-link">Explore the Sprint →</a></div>`,faqSchema:[{question:"Can messaging and positioning close enterprise deals on their own?",answer:"No. Strong messaging and positioning will not make a stranger buy a six-figure enterprise product on first contact. Their actual job is to keep you on the buyer's day-one shortlist (where 95% of winning vendors already sit) and to give your internal champion language they can use to align the 6-to-10 person buying committee. Closing the deal still requires proof, distribution, and product-market fit."},{question:"How long does it take for B2B positioning work to pay off?",answer:"Strong positioning is a 12-to-18-month investment in your market presence, not a 90-day pipeline fix. The payoff shows up in the quality of your shortlist appearances, the efficiency of your champion's internal selling effort, and the compounding brand equity that makes you increasingly hard for competitors to displace."},{question:"Why are enterprise buyers so risk-averse?",answer:"Enterprise buyers are not shopping, they are managing risk. Kahneman and Tversky's 1979 Prospect Theory research showed people weigh potential losses roughly twice as heavily as equivalent gains. In enterprise purchases, a bad vendor decision can cost millions, derail projects, and end careers. That asymmetry shapes every step of how a buying committee behaves."},{question:"How many people are on a typical B2B buying committee?",answer:"Gartner's research on complex B2B purchases shows the buying group includes 6 to 10 decision-makers, each arriving with 4 to 5 pieces of independent research. Each evaluates the vendor through a different lens: CFO, IT, end user, legal, executive sponsor, and sales each have distinct concerns your messaging has to address across your presence."},{question:"What is the difference between messaging and proof in enterprise sales?",answer:"Positioning articulates a compelling claim. Proof (case studies, client references, third-party validation, security audits) is what makes the claim credible. Messaging sits on top of the foundation that proof creates. It cannot replace it. The most common failure of messaging work is using it as a substitute for evidence rather than a frame for it."}]},{id:"6006",image:bP,imagePosition:"center",title:"What's the Difference Between Positioning, Messaging, and Storytelling?",slug:"positioning-messaging-storytelling",category:"Enterprise Strategy",seoTitle:"Positioning vs. Messaging vs. Storytelling for B2B Tech",seoDescription:"Positioning, messaging, and storytelling are not the same thing. Learn how each layer helps B2B tech companies make complex value easier to trust.",imageAlt:"Photorealistic image showing a home progressing from foundation to framing to finished structure, representing positioning, messaging, and storytelling.",excerpt:"Positioning is the foundation. Messaging is the framing, wiring, and plumbing. Storytelling is the design and finishes. Each layer does different work, each depen

742ds on the one beneath it, and when something feels off in enterprise sales, the problem is almost always in one specific layer.",readTime:8,author:"Shira Abel",featured:!0,globalFeaturedOrder:2,tldr:"Positioning, messaging, and storytelling are not the same thing. Positioning is the foundation that defines where you are in the market and who you serve. Messaging is the framing that turns that position into shared language for every stakeholder on the buying committee. Storytelling is the finish that makes the message memorable enough to travel inside meetings you are not in. ",dateModified:"2026-05-01",content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li>Positioning defines where you are in the market and who you serve.</li><li>Messaging turns that position into shared language for each stakeholder.</li><li>Storytelling makes the message memorable enough to travel inside the buying committee.</li><li>In enterprise sales, being understood once is not enough.</li></ul></div>
743<p>Thanks to living in an area with seismic activity and many hills, the foundations of homes here can often be problematic. When we were looking to buy a home I always brought a marble with me. If the place felt slightly off, I&rsquo;d put the marble on the ground to see where it went and how fast. Some homes were very obviously off and I didn&rsquo;t need the marble. The others felt slightly off, so I would check to see how the marble moved. You could see if there were gaps between the cabinets at the walls, if the walls were plumb, but not if there was mold or problems on the roof or under the house. The finishes were obvious though, you could see how much care was taken by the owners. And this was how you judged when deciding if it was worth it or not to buy.</p>
744<p>The same is true for your buyers. When something feels off about your <a href="/resources/blog/what-messaging-and-positioning-can-and-cannot-do" class="text-[#316263] font-bold underline">positioning, messaging, or story</a>, they can&rsquo;t always name what it is but they feel it. And in enterprise sales, that unease is enough to stall a deal or send someone back to a competitor. The truth is that positioning, messaging, and storytelling are not the same thing, and treating them like they are is one of the most expensive mistakes a complex-product company can make.</p>
745<p>Think of it this way. Together, positioning, messaging, and storytelling make the home where the written and verbal side of your <a href="/resources/blog/a-tale-of-two-companies-or-why-you-need-to-build-a-brand" class="text-[#316263] font-bold underline">brand lives</a>. Positioning is the foundation. Messaging is the framing, wiring, and plumbing. Storytelling is the design and finishes. Each layer does different work. Each layer depends on the one beneath it. And when something feels off the problem is almost always in one specific layer.</p>
746<figure class="blog-figure"><img src="/assets/positioning-messaging-storytelling-infographic.webp" alt="Infographic explaining positioning, messaging, and storytelling as three layers of a structure: foundation, framing, and finish." /><figcaption>Positioning is the foundation. Messaging is the framing. Storytelling is the finish buyers remember and repeat.</figcaption></figure>
747<p>The mistake many companies make is treating all three as one thing. That works fine until it doesn&rsquo;t. When your messaging isn&rsquo;t landing, your stories aren&rsquo;t traveling, and you have copy that sounds fine but doesn&rsquo;t move the needle, it&rsquo;s hard to diagnose because the symptoms look the same regardless of which layer is actually broken.</p>
748<p>Enterprise purchases involve buying committees. Your value has to make sense to everyone on that committee, not just the champion who is helping you sell inside the enterprise. That makes getting the layers right more important.</p>
749<p>Here is what each layer does and how to tell them apart.</p>
750<h2>Positioning is the foundation</h2>
751<p>The foundation determines what everything else can be. You can dress up a house with beautiful finishes, but if the foundation is cracked the wrong base conditions will amplify damage. The same is true for your brand. <a href="/services/marketing-strategy" class="text-[#316263] font-bold underline">Positioning strategy</a> is the strategic decision about where your company sits in the market and in the buyer&rsquo;s mind, and everything else you build rests on it.</p>
752<p>It answers basic but genuinely difficult questions:</p>
753<ul>
754<li>What category are you in?</li>
755<li>Who are you really for?</li>
756<li>What alternatives will the buyer compare you against?</li>
757<li>Why should they choose you over those alternatives?</li>
758<li>What kind of value do you create that your best-fit buyers recognize as worth paying for?</li>
759</ul>
760<p>Strategy is what you say No to. Being everything to everyone is basically being for no one.</p>
761<p>That matters because buyers do not evaluate companies in a vacuum. They sort, compare, and categorize. They decide, often within minutes, whether you are a tool, a platform, a point solution, a premium option, a risky bet, or a cheaper substitute for something they already know.</p>
762<p>I worked with a company that had been describing itself in a way that made it sound like a cheaper, lower-end solution in a known category. But that was not what the company was. The product was not low-end. The market they served was not looking for cheap. But the framing put them in the wrong mental box, and once a buyer puts you in the wrong box, you spend the rest of the conversation fighting that assumption instead of making your actual case.</p>
763<p>The work was not &ldquo;better words.&rdquo; The work was repositioning.</p>
764<p>We changed the messaging to be focused on being a specialized solution for a smaller, underserved market. Once the foundation was repoured in the right place, the messaging and stories built on top of it finally held. That is 

764what positioning does. It gives every other layer something solid to stand on.</p>
765<h2>Messaging is the framing, wiring, and plumbing</h2>
766<p>Once the foundation is set, messaging is the layer that makes the structure functional. Think of it as the framing, wiring, and plumbing. It is not visible on the surface, but everything that works in the house runs through it. Without it, nothing functions. And when it is built wrong, the problems show up everywhere even if the foundation beneath it is solid.</p>
767<p>Messaging turns positioning into usable language for the people who need to understand, believe, approve, defend, implement, renew, or expand the purchase. This is where companies often get tangled. The brilliant person leading demand gen has a completely different skillset required to be great at positioning, messaging, and storytelling. Occasionally someone will be good at all of them, but in my long career I&rsquo;ve found it rare to be in one person. They are very different skillsets.</p>
768<p>A clear <a href="/services/marketing-strategy" class="text-[#316263] font-bold underline">messaging architecture</a> is the connective layer between the company&rsquo;s strategic position and the specific people who need to act on it. I call it the Single Source of Truth. It&rsquo;s the architecture that keeps language consistent across everyone who sells, explains, or defends the product.</p>
769<p>The CFO does not need the same explanation as the VP of Engineering. The economic buyer, the technical evaluator, the day-to-day user, the procurement team, and the internal champion may all be looking at the same product, but they are not evaluating the same value. Research has identified dozens of different forms of value in business buying, ranging from functional value like cost reduction and scalability to more individual concerns like reduced anxiety and reputational assurance.</p>
770<p>Good messaging does not turn the company into something different for every stakeholder. That would create chaos. It keeps the position consistent while making the value legible to each person in the buying process. It gives sales a shared language and a clear architecture.</p>
771<p>This is also why messaging cannot stop at clever copy. The buyer&rsquo;s journey is not linear. Many B2B buyers prefer a rep-free experience, which raises the stakes for the material they consume before and between sales conversations. Your <a href="/services/website-design" class="text-[#316263] font-bold underline">website design and messaging</a> has to hold up in those spaces: when the buyer is reading your site alone at 10pm, comparing you to two alternatives, forwarding a deck to a colleague, or trying to explain why you belong on the shortlist.</p>
772<h2>Storytelling is the design and finishes</h2>
773<p>Storytelling does a different job than messaging. Messaging explains what is true. Storytelling helps people remember it and repeat it. In enterprise sales, some of the most important conversations happen when you are not there. Your champion hears the pitch, joins three other meetings, talks to their CFO, and then tries to explain why this vendor should stay in the conversation. Your message has to survive that process.</p>
774<p>If the foundation and the framing are solid but the design is missing, the house is functional but not memorable. Nobody takes pictures of exposed drywall. Nobody shares a story about a floorplan. The design is what makes the space livable, recognizable, and feel good. It&rsquo;s what makes someone say &ldquo;this is the place.&rdquo;</p>
775<p>A feature list usually won&rsquo;t do this. A generic value proposition typically won&rsquo;t either. A line like &ldquo;we help companies unlock transformation across the enterprise&rdquo; should be retired permanently, period.</p>
776<p>One of my favorite professors at Kellogg was Craig Wortmann. He teaches that both marketers and salespeople are inherently storytellers, and that the job is learning to tell the right story, at the right time, for the right reason. Marketing tells stories at scale across channels to build the brand and attract the right accounts. Sales tells stories one-to-one or one-to-committee to move a specific deal. Those are different storytelling moments that require different skills, but the underlying principle is the same: a story gives the buyer something substantial to hold onto, something that shows what changed, why it mattered, who cared, and what became possible after.</p>
777<p>There is a real difference between saying &ldquo;we improve operational visibility across cross-functional teams&rdquo;

777 and telling the story of a regional operations leader who had three teams using three different systems, spent every Monday reconciling conflicting reports, and finally had one version of the truth ready before the executive meeting. The first may be accurate. The second gets attention and is easier, and more fun, to retell.</p>
778<p>That is the job of storytelling in B2B. It is not decoration added after the serious strategy work is done. In complex sales, storytelling is part of how the strategy moves through an organization, which is why <a href="/services/revenue-enablement" class="text-[#316263] font-bold underline">sales narratives and revenue enablement</a> belong on the same shelf as positioning and messaging, not on a separate one.</p>
779<p>This is also where most case studies fail. They are technically correct and completely forgettable. They document the implementation, list the results, add a quote, and call it a story. A story is not a sequence of facts. It has tension, context, and a before and after that shows why the decision mattered to real people inside a real company. If the buyer cannot remember it, they cannot repeat it. If they cannot repeat it, it cannot help them build internal consensus.</p>
780<h2>The layers connect, but they don't collapse</h2>
781<p>The foundation gives the market a way to understand you. The framing gives everyone in the buying process a working language. The design gives the buyer something to carry into the next room. Said more directly: positioning defines where you are in the market and who you serve, messaging translates that position into usable language, and storytelling makes the message memorable enough to travel.</p>
782<p>When the three layers work together, the company becomes easier to understand. Not because the product became simple, but because the explanation became sharper.</p>
783<p>That matters because complexity is not the enemy in enterprise sales. Enterprise buyers buy complex things all the time: infrastructure, security platforms, data systems, AI products, operational software that touches multiple teams and carries real implementation risk. The issue is not complexity, it&rsquo;s clarity.</p>
784<p>The work has to happen at the right layer for things to be clear. If you want to go deeper on what messaging and positioning can and cannot do for a complex product, see <a href="/resources/blog/what-messaging-and-positioning-can-and-cannot-do" class="text-[#316263] font-bold underline">our companion piece on the limits of messaging work</a>, and for how this plays out in the post-LLM funnel, read <a href="/resources/blog/martini-pipeline-abm-marketing-funnel-became" class="text-[#316263] font-bold underline">The ABM Marketing Funnel Became a Martini Pipeline</a>.</p>
785<h2>Where Hunter &amp; Bard fits</h2>
786<p>At Hunter &amp; Bard, we work across all three layers because these problems don&rsquo;t show up in neat boxes.</p>
787<p>Our job is to help companies understand which kind of work they actually need, then build the strategy and materials to support it. That can mean positioning strategy, messaging architecture, sales narratives, website copy, case studies, founder language, or customer stories. The format depends on the business need.</p>
788<p>The goal is consistent: make complex value clear so prospects can trust, buy, and repeat internally. Because in enterprise sales, being understood once is not enough.</p>
789<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Work With Us</p><h3>Not sure which layer is off?</h3><p>Hunter &amp; Bard helps technical and complex-product companies clarify positioning, build messaging architecture, and create stories buyers can repeat inside the buying committee.</p><a href="/contact" class="blog-inline-cta-link">Work with Hunter &amp; Bard &rarr;</a></div>`,faqSchema:[{question:"What is the difference between positioning and messaging?",answer:"Positioning defines where a company sits in the market and in the buyer's mind. Messaging translates that position into language buyers, sellers, and stakeholders can use."},{question:"What is the difference between messaging and storytelling?",answer:"Messaging explains what is true. Storytelling makes that truth easier to remember, repeat, and carry into the next conversation."},{question:"Why does this matter in enterprise sales?",answer:"Enterprise purchases involve buying committees. Your value has to make sense to the champion, technical evaluator, economic buyer, procurement team, and other stakeholders, even when you are not in the room."},{question:"When does a company need positioning work?",answer:"A company needs positioning work when buyers place it in the wrong category, compare it to the wrong alternatives, or misunderstand why it matters."},{question:"When does a company need messaging work?",answer:"A company needs messaging work when different teams explain the company differently, sales lacks shared language, or buyers understand the product but not the value."},{question:"When does a company need storytelling work?",answer:"A company needs storytelling work when the facts are accurate but forgettable, case studies feel flat, or champions struggle to explain the value internally."}]},{id:"6002",image:mP,title:"THE 18-MONTH TAX: ASSUMING IS EXPENSIVE",slug:"the-18-month-tax",category:"Enterprise Marketing",seoTitle:"The 18-Month Tax of Skipping Expert Help",seoDescription:"Nearly half of startups fail by year five. The hidden trial-and-error tax of skipping fractional expertise costs founders more than hiring consultants.",imageAlt:"Hourglass with money flowing out representing the hidden cost of startup foun

789ders skipping expert help",excerpt:`Spending $10,000 on <a href="/resources/blog/what-messaging-and-positioning-can-and-cannot-do" class="text-[#316263] font-bold underline">messaging</a> feels reckless when your runway is short. But the real tax isn't the consultant fee. It’s the 18 months of high-friction sales and muddied feedback that follow. You aren't saving money; you're paying for the privilege of moving slower. Here is why getting your story right is the highest ROI move you can make for your sales velocity.`,readTime:8,author:"Shira Abel",featured:!0,globalFeaturedOrder:4,tldr:"Founders who skip outside expertise pay what amounts to an 18-month trial-and-error tax: 780+ hours of beginner-level work worth $156K+, delayed sales learning curves, and burned runway. Data from BLS, CB Insights, and Harvard Business School research all confirm that missing expertise, not missing capital, is what kills startups in years two through five. Fractional CMOs, contract counsel, and part-time specialists cost a fraction of the DIY alternative. Wasting time is expensive.",content:'<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li>Founders who skip outside expertise pay an 18-month trial-and-error tax: 780+ hours of beginner-level work worth $156K+, delayed sales learning curves, and burned runway.</li><li>The highest-risk window for startups is not year one, it is years two through five, when early momentum fades and the business has to prove it can sell.</li><li>CB Insights data shows that among 400+ VC-backed failures, missing expertise (23%), not missing capital, was a top killer.</li><li>Every month spent self-teaching skills outside your core competency delays the Sales Learning Curve, the accumulation of real selling knowledge that drives predictable revenue.</li><li>Fractional CMOs, contract counsel, and part-time specialists cost a fraction of the DIY alternative. The expert is not the luxury: the 18 months of figuring it out yourself is.</li></ul></div><p>I get it. I really do.</p><p>When you’re staring at a runway that feels shorter every month, spending $10,000 on a consultant feels reckless. You didn’t build something from nothing to hand it off to someone else. You’re smart. You can figure it out. And besides, what if it doesn’t work? What if you spend the money and still don’t get traction?</p><p>That fear is legitimate. I’ve felt it. Most founders I know have felt it. But here’s what I’ve watched happen, over and over, to people who let that fear make their decisions for them: they end up spending far more than the expert would have cost. They just spend it slower, in ways that are harder to see on a spreadsheet, and by the time they realize it, 18 months have evaporated. And it’s cost them far more than the cost of the expert in the first place.</p><p>I call it the trial-and-error tax. And the data backs it up.</p><h3>The Numbers That Should Scare You</h3><p>The <a href="https://www.bls.gov/bdm/us_age_naics_00_table7.txt" target="_blank" rel="noopener noreferrer">U.S. Bureau of Labor Statistics</a> tracks business survival rates with the kind of cold accuracy that doesn’t care about your pitch deck. About 20% of new businesses fail within year one. That’s not the alarming part. The alarming part is what happens next. The highest-risk window isn’t the first year, when you’re still running on adrenaline and the idea is new. It’s years two through five, when the early momentum fades, funding gets thin, and you actually have to prove the business can sell. Nearly half of all startups are gone by year five.</p><p><a href="https://www.cbinsights.com/research/startup-failure-reasons-top/" target="_blank" rel="noopener noreferrer">CB Insights</a> dug into the why by analyzing over 400 VC-backed startups that shut down. These weren’t underfunded ideas. Together, the companies they studied had raised over $17.5 billion before dying. The median company raised $11 million. Money wasn’t the issue. The top killers were no real product-market fit (42% of failures), running out of cash (29%), and not having the right team around them (23%).</p><p>That last one is the one nobody wants to talk about honestly.</p><h3>What “Wrong Team” Actually Means</h3><p>When researchers say 23% of startups fail because of team issues, most founders read that as co-founder conflict or a bad hire. Sometimes it is. But more often, it means the founding team was missing the expertise they needed and either didn’t recognize the gap or couldn’t bring themselves to pay to fill it.</p><p>

789Tom Eisenmann, a professor at Harvard Business School who spent years studying why startups fail across 470 companies, identified what he calls the “Help Wanted” failure pattern. A team that lacks the skills the business needs at a critical moment and moves too slowly to fix it. <a href="https://hbswk.hbs.edu/item/why-start-ups-fail" target="_blank" rel="noopener noreferrer">His research</a> is pretty unambiguous: you can’t study your way out of this gap fast enough. The market doesn’t pause while you take the course.</p><p>And yet, founders keep trying. Because the alternative feels like a gamble. Because expertise costs money up front, and mistakes feel like they cost nothing. Until you add them all up.</p><h3>The Sales Problem Nobody’s Talking About</h3><p>Here’s where the trial-and-error tax gets really expensive, and it’s the piece I don’t see enough founders take seriously.</p><p>Every month you’re spending 15 hours a week trying to teach yourself SEO, rewriting your own copy for the fourth time, or figuring out whether your contract is enforceable — that’s time you are not spending on sales. Not just in the hours-in-a-day sense. You’re also not building the deep market knowledge that makes sales possible at scale.</p><p><a href="https://hbr.org/2006/07/the-sales-learning-curve" target="_blank" rel="noopener noreferrer">Mark Leslie and Charles Holloway</a> wrote about this in Harvard Business Review back in 2006, and it’s still one of the most useful frameworks I know. They called 

789it the Sales Learning Curve, the idea that every organization has to accumulate real selling knowledge before it can generate predictable revenue. You can’t skip ahead on that curve. You earn your place on it through actual sales conversations, real feedback, real losses. The problem is that every month you’re not having those conversations, you’re falling further behind.</p><p>The typical sales rep takes about 180 days to ramp to full productivity. But before you can even hire effectively, you need to know what a good sale looks like in your business. Founders who spend the first year and a half building skills they should have outsourced are delaying that discovery. And by the time they get there, they’ve burned runway and time they can’t get back.</p><h3>The Math Founders Don’t Run</h3><p>I want you to do something uncomfortable. Think about the hours you’ve spent in the last 18 months on tasks outside your actual expertise. Writing copy. Figuring out your tax structure. Teaching yourself Facebook ads. Building a sales process from scratch with no model to reference.</p><p>If it’s even 10 hours a week, that’s 780 hours over 18 months. If your time is worth $200 an hour, and if your startup is viable, it is worth at least that, you’ve invested $156,000 in activities you’re doing at a beginner level. The consultant you passed on because they charged $8,000? You’ve already spent more than that twenty times over, just in your own time. And that’s before you factor in the revenue you didn’t close while you were busy figuring out what everyone else on your team already knows.</p><p>The <a href="https://www.kauffman.org/entrepreneurship/research/" target="_blank" rel="noopener noreferrer">Kauffman Foundation</a>, which tracks entrepreneurship data nationally, has found consistently that access to the right expertise, not just capital, is one of the biggest predictors of whether a startup survives past year five. Founders who rely entirely on personal problem-solving in areas outside their core competency are the most financially exposed when growth transitions get hard.</p><h3>I Know Why You’re Doing It Anyway</h3><p>I’m not writing this to make you feel bad about decisions you’ve already made. I’m writing it because I’ve sat across from too many founders who, twelve or eighteen months in, say some version of the same thing: <em>I wish I’d called you sooner. I thought I couldn’t afford it, but it turns out I couldn’t afford not to.</em></p><p>The fear that drives the DIY decision isn’t irrational. You’re protecting something you built. You don’t know if it’s going to work. Spending money on experts when you’re not yet profitable feels like a bet you’re not sure you can make. I understand that completely.</p><p>But the decision isn’t “expert cost versus zero.” The actual comparison is expert cost versus the total bill of the trial-and-error tax, and that bill, once you add it up honestly, almost never comes out in favor of going it alone.</p><h3>What to Do Instead</h3><p>You don’t have to hire full-time. The market for fractional expertise is wide open right now. Fractional CMOs, contract legal counsel, part-time sales directors who’ve built what you’re building before, none of these require a six-figure salary line. They require a willingness to admit that your time, and your growth, is worth protecting.</p><p>Start with wherever your biggest unknown is. Not the thing you’ve been avoiding because it’s hard. The thing you’ve been avoiding because you’re not sure what good even looks like. That’s almost always where the tax is highest.</p><p>The expert isn’t the luxury. The 18 months of figuring it out yourself is.</p>'},{id:"6001",image:gP,title:"Your Buyer Researched You Before the Call. What Did They Find?",slug:"your-buyer-researched-you-before-the-call",category:"Enterprise Marketing",seoTitle:"Your Buyer Researched You Before the Call",seoDescription:"92% of B2B buyers have a preferred vendor before formal evaluation. The seven touchpoints enterprise buyers check before the first call.",imageAlt:"Enterprise B2B buyer research touchpoints before sales call",excerpt:"By the time a prospect agrees to a meeting with you, they've already formed an opinion. According to Forrester, 92% of B2B buyers start with a vendor already in mind. The meeting isn't where they decide. It's where they confirm.",readTime:15,author:"Shira Abel",featured:!0,globalFeaturedOrder:6,tldr:'Enterprise buyers research you across seven touchpoints before ever taking a call: your website, earned media, thought leadership, social presence, newsletter consistency, reviews, and <a href="/resources/blog/seo-is-no-longer-enough-b2b-guide-to-aeo" class="text-[#316263] font-bold underline">AEO</a>. Forrester data shows 92% already have a preferred vendor before formal evaluation. The halo effect means 

789strength in one area lifts everything; weakness in one contaminates the rest. Win the deal before the call starts.',content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li><strong>92% of B2B buyers</strong> start with a vendor already in mind; 41% have a single favorite before formal evaluation begins.</li><li>Enterprise buyers check <strong>seven touchpoints</strong> before the call: website, earned media, thought leadership, social presence, newsletter, reviews, and AEO.</li><li>The <strong>halo effect</strong> means strength in one area lifts perception everywhere; weakness in one contaminates the rest.</li><li>AI tools are multipliers, not substitutes: skilled hands produce different results than unskilled ones, and buyers can tell.</li><li>The companies that win aren't necessarily the best product. They're the ones who made it easy to feel confident.</li></ul></div><p>By the time a prospect agrees to a meeting with you, they've already formed an opinion.</p><p>According to <a href="https://www.digitalcommerce360.com/2025/07/07/forrester-b2b-buyers-choose-vendors-before-the-buying-process-begins/" target="_blank" rel="noopener noreferrer">Forrester's 2024 Buyers' Journey Survey</a>, 92% of B2B buyers start the purchasing process with at least one vendor already in mind, and 41% have already selected a single preferred vendor before formal evaluation even begins. Forrester's framing of this is blunt: "B2B buying today is a process of confirmation, not selection."</p><p>Read that again. The meeting isn't where they decide. It's where they confirm what they already believe.</p><p>Gartner data showed before the pandemic that <a href="https://hbr.org/2022/02/traditional-b2b-sales-and-marketing-are-becoming-obsolete" target="_blank" rel="noopener noreferrer">B2B buyers spend only</a> 17% of their total buying time in direct contact with potential vendors. That's gotten even smaller today and the use of LLMs for decision-making has risen. Your buyers are reading, comparing, and forming impressions long before anyone picks up a phone.</p><p>So what are they reading? And what are they concluding about you?</p><h2>The Stakes Are Higher Than You Think</h2><p>Enterprise buyers are not casual. When a company is evaluating a new vendor for a meaningful contract, they're not just deciding whether your product fits their needs. They're deciding whether your company is going to survive long enough to be worth betting on.</p><p>Switching costs inside an enterprise are real. Data migration, retraining staff, re-negotiating agreements, rebuilding integrations. The cost of a bad vendor choice isn't just financial. It's organizational disruption and, often, a career problem for whoever sponsored the decision. According to <a href="https://www.forrester.com/press-newsroom/forrester-the-state-of-business-buying-2024/" target="_blank" rel="noopener noreferrer">Forrester's State of Business Buying, 2024</a>, on average 13 people within an organization are involved in the buying decision, with 89% of purchases involving two or more departments. Every one of those stakeholders is trying to reduce the risk that they personally endorsed the wrong choice. Choosing the wrong vendor can become a career problem.</p><p>That pressure shapes how they research you. Before they ever agree to a call, they've done a background check. They've looked at your website. They've searched your name. They've checked LinkedIn. They've looked for any signal that tells them whether you're the real thing or a risk they can't afford to take.</p><p>What they find, or don't find, either builds confidence before you open your mouth, or starts eroding it.</p><h2>The Places They Look</h2><figure class="blog-inline-figure"><img src="/images/blog/buyer-googled-touchpoints.png" alt="The seven touchpoints enterprise buyers check before the first call" class="rounded-lg my-8 w-full" /></figure><h3>1. Your Website</h3><p>This is the first and most scrutinized stop. Nearly 60% of B2B buyers find and consume content directly from a <a href="https://www.digitalcommerce360.com/2024/05/07/b2b-buyers-multiple-digital-sales-channels/" target="_blank" rel="noopener noreferrer">vendor's website</a>. This is the first and most scrutinized stop. Vendor websites rank high among the dozen digital channels B2B buyers use in research, far outpacing direct sales contact.</p><p>The question they're asking isn't just "do I understand what this company does?" It's "does this company look like they know what they're doing?" Those are different questions. The first is about clarity. The second is about credibility. A website can answer the first question while completely failing the second.</p><p><strong>What good looks like:</strong> Clear positioning on who you serve and what you do. Specific language, not category language. A visual identity that holds together across every page. C

789opy that sounds like a human wrote it for another human.</p><p><strong>What empty looks like:</strong> A site where the homepage hero reads like a mission statement. Generic stock photography. Case studies that say "we helped a Fortune 500 company" without telling you anything. A blog with three posts from 2022.</p><p>The empty site doesn't just fail to help you. It actively signals that you don't have customers, don't have the resources to maintain your own presence, or don't take this seriously enough to do it right.</p><figure class="blog-inline-figure"><img src="/images/blog/buyer-googled-website-mockup.png" alt="Website mockup showing professional B2B brand presence" class="rounded-lg my-8 w-full" /></figure><h3>2. Earned Media</h3><p>Buyers look for evidence that the world has noticed you exist.</p><p>This doesn't mean you need a Wall Street Journal feature. But it does mean there should be something: a trade publication mention, a podcast appearance, a byline in an industry outlet, a quote in a relevant story. For companies selling into deeply technical markets, analyst coverage matters too. A mention in a Gartner or Forrester report isn't just a vanity metric. It's a signal to enterprise buyers that an independent expert found you credible enough to include. You don't need to pay for a full analyst engagement to get there. An initial pitch call with a relevant analyst costs nothing. If what you're doing is genuinely interesting, that relationship can lead to earned mention before you ever write a check.</p><p>Enterprise influencers, practitioners with meaningful LinkedIn followings who talk about your space, are increasingly part of this picture too. A credible third party who has organically mentioned your company carries weight that your own content simply can't replicate.</p><p><strong>What good looks like:</strong> Multiple external sources mentioning you, across multiple years, that you didn't pay for.</p><p><strong>What empty looks like:</strong> Nothing appears when someone searches your company name plus "review" or your company name plus the publication names in your space. The absence is itself a data point.</p><h3>3. Thought Leadership</h3><p>This is where companies reveal whether they actually understand the problem they claim to solve.</p><p>Content that's just promotional, "here's how our product works" or "five reasons to choose us," don't count. Enterprise buyers are looking for evidence that your team has a point of view. That you've thought about your space carefully enough to say something that isn't obvious.</p><p>The <a href="https://www.edelman.com/insights/thought-leadership-gets-b2b-buyers-back-into-game" target="_blank" rel="noopener noreferrer">Edelman-LinkedIn B2B Thought Leadership Impact Report</a>, which surveys thousands of global B2B decision-makers annually, has tracked this for years. 73% of B2B buyers consider thought leadership to be a better way of judging a company's expertise than marketing materials, and 54% say that companies which consistently produce thought leadership pieces have prompted them to research things they weren't previously considering.</p><p>One great quote from the report:</p><blockquote class="blog-pullquote"><p>75% of global B2B buyers and C-suite leaders say that a particular piece of thought leadership content has led them to research a product or service they were not previously considering. Among this group, 60% said that the content made them realize their organization was missing out on a significant business opportunity.</p></blockquote><p>There's a harder edge to this data worth noting. Approximately 70% of executives admitted that a piece of thought leadership content has made them wonder whether they should continue working with their current supplier, and 25% of those who questioned their supplier relationships ultimately ended or significantly reduced them.</p><p>Thought leadership isn't just acquisition. It's defense. Your competitors are either doing it or they're not. If they are, their content is reaching your existing customers too.</p><p>They are reviewing your writing. The question is whether your posts are worth reading.</p><p><strong>What good looks like:</strong> Original perspectives on your industry. Content that names real tensions and doesn't pretend everything is simple. Bylines and presentations that show your team's expertise holds up outside your own website.</p><p><strong>What empty looks like:</strong> A blog that rephrases things anyone could have Googled. Posts that announce features or awards with 

789no analysis. Topics that are adjacent to your actual expertise but don't demonstrate it. "10 tips for better [generic thing]."</p><h3>4. Social Presence</h3><p>Specifically LinkedIn. For B2B, it's the platform that matters. <a href="https://www.forrester.com/what-it-means/ep315-b2b-buyers-journey-generational-shift/" target="_blank" rel="noopener noreferrer">Forrester</a> research finds that younger buyers, now comprising nearly two-thirds of B2B buyers, are more likely than older buyers to turn to information sources not controlled by vendors. Meaning they are reaching out to their colleagues on private forums, looking for comments on LinkedIn, and reviewing reputation sites like G2.</p><p>The company page matters, but buyer scrutiny increasingly extends to the people behind the company. They're looking at the founders and senior team. How often do they post? What do they say? Do they seem like people who actually operate in this space, or does their profile look like it was set up to exist?</p><p>Consistency matters here more than volume. A company that posts something substantive every week looks more stable than one that posted fifteen times in January and then went quiet for four months.</p><p><strong>What good looks like:</strong> Active company page, founder and leadership presence that reflects genuine expertise. Commentary on industry topics that sounds like it came from someone who's actually doing the work.</p><p><strong>What empty looks like:</strong> A company page that hasn't been updated since the founding announcement. Founders with bare-minimum profiles. No employee activity visible. Or the opposite problem: a burst of content that abruptly stopped, which raises its own question about what happened.</p><figure class="blog-inline-figure"><img src="/images/blog/buyer-googled-linkedin-mockup.png" alt="LinkedIn company page mockup showing active B2B social presence" class="rounded-lg my-8 w-full" /></figure><h3>5. Newsletter / Consistent Content</h3><p>A newsletter is a proof-of-consistency signal. Whether someone subscribes or not, the existence of an active newsletter tells a buyer: this company shows up on a regular schedule. They have something to say and they say it consistently.</p><p>That consistency, over time, is a form of credibility that's hard to fake. Anyone can write one good blog post. Sustaining a newsletter for two years without stopping says something different about organizational stability and genuine engagement with a topic.</p><p><strong>What good looks like:</strong> A newsletter that's easy to find, has a real point of view, and has been running long enough to show a track record.</p><p><strong>What empty looks like:</strong> A sign-up form that links to a list with no recent issues. Or no newsletter at all, which on its own isn't disqualifying, but removes one credibility data point from a picture that may already be thin.</p><figure class="blog-inline-figure"><img src="/images/blog/buyer-googled-substack-mockup.png" alt="Newsletter mockup showing consistent B2B content publishing" class="rounded-lg my-8 w-full" /></figure><h3>6. Reviews and Social Proof</h3><p><a href="https://www.gartner.com/en/digital-markets/insights/b2b-marketing-trends" target="_blank" rel="noopener noreferrer">Gartner Digital Markets' 2024 Software Buying Behavior Survey</a> found that reading reviews before making a purchase decision is important for 98% of buyers, and 92% of buyers trust reviews written within the past year. This pattern shows up on platforms like G2, Capterra, Clutch, and Trustpilot depending on your category.</p><p>Reviews serve a different function than your own case studies. Your case studies say what you want them to say. Reviews say what your customers actually said. Buyers know the difference. IT decision-makers are particularly likely to be swayed by <a href="https://www.marketingprofs.com/articles/2024/51575/b2b-social-proof-boost-credibility-sales" target="_blank" rel="noopener noreferrer">expert testimonials</a>, and social proof tells B2B decision-makers: "This is a good product from a trustworthy business."</p><p><strong>What good looks like:</strong> Reviews that are specific, recent, and varied. Customers who describe what you actually helped them with, not just that they were "satisfied." Responses from your team that show you're paying attention.</p><p><strong>What empty looks like:</strong> No reviews at all. Three reviews from four years ago that all sound suspiciously similar. Or reviews that are overwhelmingly positive in a way that reads as coached.

789</p><p>The absence of reviews isn't a neutral signal for a company that's been operating for several years. It prompts a question: why hasn't anyone said anything publicly?</p><h3>7. Answer Engine Optimization (AEO) / Generative Answer Optimization (GEO)</h3><p>Your buyer is asking an LLM to do the vetting for them.</p><p><a href="https://www.forrester.com/blogs/from-keywords-to-context-impact-and-opportunity-for-ai-powered-search-in-b2b-marketing/" target="_blank" rel="noopener noreferrer">Forrester's</a> data suggests that nearly half of the "selection" phase now happens inside a chat interface. When a buyer asks AI, "Which of these three vendors is capable of a global rollout, handles XYZ, and speaks these languages?" they aren't just looking at your homepage. They want to know if you have all of the things, and they want that answer quickly.</p><p>AEO is the process of making sure that verdict is in your favor. If an AI cannot parse your technical specs or security standards because they are buried in a PDF or a gated form, you effectively don't exist in the AI-generated <a href="/resources/blog/martini-pipeline-abm-marketing-funnel-became" class="text-[#316263] font-bold underline">shortlist</a>. This is the new "invisible filter."</p><p><strong>What good looks like:</strong> Factual, declarative content and structured data that an LLM can cite with confidence. You want the AI to say, "Vendor X is the best fit because their documentation explicitly confirms SOC2 compliance and 24/7 support in EMEA."</p><p><strong>What empty looks like:</strong> A website that is all adjectives and no attributes. If your site is just a collection of "industry-leading" and "innovative" buzzwords, the answer engine will hallucinate a better-documented competitor into your spot.</p><p>The AI is looking for proof. If you don't provide the data, you're forcing the bot to guess. In enterprise sales, "guessing" is just another word for "disqualified."</p><h2>Why Consistency Across All Seven Matters</h2><p>This is where psychology becomes important.</p><p>In 1920, psychologist Edward Thorndike identified what he called the <a href="https://www.britannica.com/science/halo-effect" target="_blank" rel="noopener noreferrer">halo effect</a>: the tendency for a positive impression in one area to color our perception of everything else about a person or entity. A sharp logo? It must be a sharp company. A confident speaker? They must be an expert. The brain fills in the blanks based on very little information.</p><p><a href="https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/b2b-business-branding" target="_blank" rel="noopener noreferrer">McKinsey's</a> analysis of B2B companies found that those with strong brands outperform weak ones by 20%, noting that many B2B companies still mistakenly think of branding as consumer-facing communication.</p><p>The reverse is equally true. A weak website casts doubt on the quality of your work. An empty social presence raises questions about whether the company is still active. One bad data point doesn't just affect that data point. It contaminates the read on everything else. Then the <a href="https://digitalcommons.murraystate.edu/etd/304/" target="_blank" rel="noopener noreferrer">horn effect</a> takes over, and suddenly everything you do is working against you.</p><p><a href="https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-halo-effect-and-other-managerial-delusions#/" target="_blank" rel="noopener noreferrer">McKinsey</a> has also written directly about this phenomenon in business, noting that a company's overall impression, its halo, shapes how we perceive its strategy, leaders, culture, and other elements, and that this halo effect can be created or destroyed by performance signals that may have nothing to do with underlying reality. If your performance doesn't back up your brand signals, the horn effect will go into place.</p><p>The seven touchpoints above don't operate in isolation. A buyer who lands on your website with a positive impression from a third-party mention will interpret an average website more generously than a buyer who arrives cold. Conversely, a buyer who finds your site thin will approach your pitch call with a skepticism that's harder to overcome than you think. When buyers have already chosen a favorite before the call, that favorite wins the deal most of the time. What you want is to already be the favorite.</p><h2>A Word on AI, Design, and the Limits of Tools</h2><p>AI has made it easier and cheaper to produce content, build websites, generate visuals, and maintain a presence. That's genuinely useful. But there's a conversation worth having about the difference between AI in skilled hands and AI in unskilled ones, because the output is not the same, and your buyers can tell.</p><p>Here's an honest internal example. I'll build something in an AI design tool and think it looks great. Then a trained designer looks at it and says "Oh dear no." They fix it. It looks a million times better. I can see that theirs looks better. I cannot do what they do.</p><figure class="blog-inline-figure"><img src="/images/blog/buyer-googled-dont-do-this.jpeg" alt="Side-by-side comparison of AI-generated design versus professionally refined design" class="rounded-lg my-8 w-full" /></figure><p>This isn't an AI problem. The tool is the same. The difference is that a real designer has spent years developing a trained eye, understanding hierarchy, whitespace, visual tension, color relationships, typography, in 

789ways that don't transfer just because you have access to a sophisticated tool. Writers know writing. Designers know design. Each discipline can use AI to accelerate its own expertise. Neither can use AI to replace the expertise it doesn't have.</p><p>When designers on Reddit discuss why AI-generated UX "feels off," spacing comes up constantly. The interfaces look professional but feel cramped or floaty in ways that are hard to articulate.</p><p>Good UX requires slowness in specific places. The pause where you reconsider whether users actually need this screen. The revision where you strip out half the elements because testing revealed people were overwhelmed. That judgment can't be automated (yet).</p><p>Research on professional versus non-professional evaluation of AI-generated design found that professional participants were adept at identifying deficiencies in AI-generated design schemes, with significant differences in focal points and observation patterns between professional and non-professional evaluators.</p><p>What's harder to explain is that you don't need to be a designer to feel it. Most people can't articulate what's wrong. They just feel a low-level unease, something that registers as "off" without being able to name what. That feeling is processed fast and it shapes perception before any rational evaluation begins. <a href="https://pubmed.ncbi.nlm.nih.gov/15582859/" target="_blank" rel="noopener noreferrer">Reber's processing fluency theory</a> suggests that ease of visual processing itself generates aesthetic pleasure, meaning design that requires effort to parse, even subtly, generates a negative response the viewer may not consciously attribute to anything.</p><p>The implication is not that you should avoid AI tools. It's that AI is a multiplier, not a substitute. In the hands of a skilled designer, it accelerates good work. In the hands of someone without design training, it mostly accelerates mediocrity with a professional finish, which is arguably more dangerous than obviously bad design, because it's harder to recognize.</p><p>This matters for your seven touchpoints because buyers are looking at your website, your social content, your collateral, and your visual identity and making rapid, mostly unconscious assessments. Consistency, coherence, and visual quality create the halo that makes everything else land better. The absence of those things creates a low-level skepticism that follows the buyer into the call.</p><h2>The Question to Ask Yourself</h2><p>Go look at your own seven touchpoints right now. Not through your own eyes, but through the eyes of a skeptical enterprise buyer who found you during research, hasn't talked to you yet, and is trying to figure out whether you're a real company that's going to be around in two years.</p><p>What do they find? And does it earn the meeting, or just survive it?</p><p>The companies that win enterprise business before the call starts aren't necessarily the ones with the best product. They're the ones who made it easy for a careful buyer to feel confident. That confidence is built across these six places, consistently, over time.</p><p>That's the work.</p><div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Ready to Fix Your Seven Touchpoints?</p><h3>Start With Positioning</h3><p>Hunter &amp; Bard helps B2B companies in deep tech, telecom, energy, and hardware sharpen their positioning and build the brand presence that earns trust before the first conversation. If the seven touchpoints above gave you a list of things to fix, that's where we start.</p><a href="/contact" class="blog-inline-cta-link">Get in touch →</a></div>`},{id:"50",image:nP,title:"Marketing debt - What is it? And why do you care?",slug:"marketing-debt-what-is-it-and-why-do-you-care",category:"Enterprise Marketing",seoTitle:"Marketing debt - What is it? And why do you care?",seoDescription:"Marketing debt is the compounding cost of shortcuts you took to ship fast. Learn what it is, why it stalls growth, and how to pay it down.",imageAlt:"Marketing Debt vs Technical Debt comparison for B2B startups",excerpt:"You've had your startup for awhile. You've bootstrapped, and you've succeeded. Your sales team has grown and has been exceeding goals, only you haven't...",readTime:4,tldr:'Marketing debt is the accumulated <a href="/resources/blog/the-18-month-tax" class="text-[#316263] font-bold underline">cost</a> of neglecting marketing while focusing on sales. Fixing it requires 1–2 years of systematic investment in messaging, branding, and lead generation infrastru

789cture.',content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li><strong>Marketing debt</strong> is the accumulated cost of shortcuts, deferred branding, and neglected lead generation, analogous to technical debt.</li><li>It compounds over time: the longer you wait, the more expensive and disruptive the fix.</li><li>Fixing it requires <strong>1–2 years</strong> of systematic investment in messaging, branding, and scalable lead gen.</li><li>Start with your website: 60% of B2B buying decisions happen before a prospect contacts you.</li></ul></div><p>You've had your startup for awhile. You've bootstrapped, and you've succeeded. Your sales team has grown and has been exceeding goals, only you haven't invested in marketing. And now you're starting to feel it.</p><p>Your marketing just might be hurting.</p><p>You proudly grew with moderate, or no, investment. And that means everything, justifiably, went into sales. That's what was needed to keep you alive. You have a team to support and a company to grow, if it wasn't bringing immediate ROI it didn't get attention. And grow you did.</p><p>You've got customers, and they <strong>love</strong> you. You know how amazing your company is, and now it's time for the rest of the world to know how good you are. Only there's no awareness in the general market. Your Sales team is awesome, but it's starting to putter because the lead flow is slowing down. Reaching out to their network worked really well in the beginning. Now their network has been farmed. Sales are growing, but not at the same rate. Not because your product isn't great, but because you didn't have the time to set up a consistent, scalable lead generation process. You didn't have the resources, and sales was more important than marketing. As it should have been, sales is how the company has gotten to where it is now.</p><p>You probably do not have a consistent clear message. Or the right tools set up, and the ones set up probably aren't optimized. Perhaps you haven't been paying attention to analytics like you should, or maybe your look and feel is scattered and disjointed.</p><p><strong>You have Marketing Debt.</strong> Like <a href="https://en.wikipedia.org/wiki/Technical_debt" target="_blank" rel="noopener noreferrer">Technical Debt</a>, it means the quick fixes and shortcuts, or the simple ignoring of processes that worked when you were small and your growth was organic, means that later you have some re-working, re-building, and process creating to implement in order to grow to critical mass.</p><p>Depending on how bad the Marketing Debt is, it can easily take a year to 2 years sort out your messaging, your look and feel, the processes, and build a scalable lead generation model.</p><div class="blog-expert-verdict"><h3>Strategic Insight: Hunter & Bard</h3><p>In our 14+ years of working with B2B companies entering and scaling in the US market, marketing debt is the single most common (and most underestimated) growth blocker we see. Companies that address it early with a focused sprint on messaging and positioning recover 2–3x faster than those who layer tactical campaigns on top of a broken foundation.</p></div><h2>Where to start to fix your marketing debt?</h2><p>At this point your marketing team is probably anemic, over-worked, stressed out, and under producing, because there's too much to be done and where the heck do you start?</p><p>Start with where sales come from now, and what methods of lead gen you want to test in the future.</p><p>Let's look at some of the ways to fill the lead gen funnel:</p><ul><li><strong>Outbound:</strong> Building lists, cold email workflows, cold calling</li><li><strong>Events:</strong> Conferences, trade shows, CABs, PACs, hosted evenings. Either your own or going to others</li><li><strong>Advertising:</strong> SEM, Facebook, industry publications, ads in newsletters, print, billboards, paid article placement</li><li><strong>Inbound:</strong> Blogging, guest blogging, landing pages, giving away Case Studies, White Papers, and data sheets</li><li><strong>Earned Media / PR:</strong> Press write ups, reviews, industry pundit and analyst outreach</li><li><strong>Referral:</strong> Partner programs and incentives for customers</li></ul><h2>Messaging</h2><p>Typically messaging means the website. Why? Because 60% of all business to business buying decisions are made before someone contacts your company and the bulk of that decision is made from information from the website. Your website is crucial.</p><p>The first stage of most websites the content is long and explains what your product is, even before, occasionally, the benefits. Why? Because no one knows what you do yet, and it needs to be explained. And you'll find at various stages of growth that message changes, gets shorter, more succinct. Your message starts to resonate as you explain the benefits instead of features. You speak to what your customer wants, because now you have customers and you know 

789what they want. Now is the time to create a messaging guide, and to consider re-doing your website.</p><h2>Branding</h2><p>Have you been working with one designer the entire time? Do you have a brand book that clearly states the rules so that your quickly growing company can fly in formation and show a united face to the public? If not, your brand might need some work. A strong brand builds mindshare, which increases recognition and trust and makes meetings easier to get, and deals easier to close. Design is meant to sell. Everyone knows T-Mobile Magenta, the Apple logo, and Intel Inside.</p><div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Recommended Next Step</p><h3>Brand & Messaging Sprint</h3><p>A focused 2-week sprint to align your positioning, messaging, and visual identity, designed specifically for B2B companies ready to fix their marketing debt and scale.</p><a href="/products/sprint" class="blog-inline-cta-link">Learn about the Sprint →</a></div><h2>Marketing Materials</h2><p>Does your sales team have the materials they need to get deals done? Do you have recent case studies and white papers? Testimonials and data sheets? Videos? Infographics? Webinars? What's typical for your market? What's missing? Now is the time to make a list of what you need and start checking things off. While making this list think about how materials can be re-purposed. White papers and case studies with similar subjects can be gated on a landing page and go into an outbound email campaign. These landing pages can also be added to the bottom of a blog post through a Call To Action (CTA).</p><p>This is just the start of things that need to be done, and depending on how agile your organization is, it can take 6 months to a year or more to get these things sorted. Hiring takes time, training takes time, and creating takes time.</p><p>In future posts I'll focus on the Lead Generation Funnel tactics mentioned above.</p>`},{id:"51",image:eP,title:"5 things to consider before you launch",slug:"5-things-to-consider-before-you-launch",seoTitle:"SaaS Launch Strategy: 5 Steps Before Your First Sale",seoDescription:"Planning a B2B SaaS product launch? Master buyer personas, website design, naming strategy, and enterprise strategy fundamentals before launch.",imageAlt:"Strategic SaaS launch planning and B2B enterprise strategy checklist",category:"Enterprise Strategy",excerpt:"Coming up with a killer idea for a SaaS product is just the very start of the road. Before you make your first sale and see your service start to benefit...",readTime:3,tldr:"",content:`<div class="blog-key-takeaways"><h3>Launch Readiness Checklist</h3><ul><li>Have you validated your company name for uniqueness and domain availability?</li><li>Is your website professionally designed for your target buyer?</li><li>Have you built detailed buyer personas from real audience research?</li><li>Do you have a marketing sales funnel mapped to content for each stage?</li><li>Is your social media presence established on the right platforms?</li></ul></div>
790Coming up with a killer idea for a SaaS product is just the very start of the road. Before you make your first sale and see your service start to benefit someone's business there's a whole lot of ground to cover and we're not even talking about the engineering side of things. It's tempting to start throwing things at the wall in the hopes that something sticks, but we highly recommend not rushing the process or you'll just double the amount of work you have to do down the road.
791<h2>Pick a great name</h2>
792A great name is everything. It's important for business recognition, and because it's the first thing people will hear and know about your company. <a href="/resources/blog/the-definitive-guide-to-naming-your-company">We have some tips to get you started. </a>Take your time with this one, it's a critical part of a launch. You don't want to rush it, changing names later on down the road comes with countless challenges.
793<h2>Website design</h2>
794Website design is another one of those things that feels like maybe it could be a little bit rushed, <a href="/resources/blog/why-your-clients-arent-converting-and-what-you-can-do-to-change-that">but really shouldn't be</a>. <a href="/resources/blog/framing-matters-use-your-words-well">There's a lot of science that goes into designing the ideal website</a> for the ideal audience. Don't be lulled into thinking that, just because website services like Squarespace offer a plug-and-play option where you can drag sections here and there, you could design your own website. Some things are best left to the professionals. If you don't have any design background, get help. But before you call your professional we recommend starting with number 3, it'll help a lot in the design process.
795<h2>Buyer personas</h2>
796Buyer Personas are fictional characters dreamed up to represent your ideal customer. This part of the launch process can be critical because it can really help you refine your product offerings and your marketing approach. <a href="/resources/blog/creating-useful-buyer-personas">Follow the tips we've outlined here</a>, but be aware that you're going to need to enlist some help from friends or other people whom you consider to be your target audience to make this work.
797<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Ready to Enter the US Market?</p><h4>US Market Intensive</h4><p>Skip the guesswork. Our 8-week intensive gives international B2B companies the enterprise strategy, messaging, and launch infrastru

797cture to enter the US market with confidence.</p><a href="/products/intensive" class="blog-inline-cta-link">Explore the Intensive →</a></div>
798<h2>Marketing sales funnel</h2>
799Once you've identified your ideal audience, found a name, have a very good grasp of exactly what you're offering, and have a website, you're ready to start thinking about your marketing materials. Get to know <a href="/resources/blog/is-the-sales-funnel-ruining-your-conversion-rate">the Marketing Sales Funnel</a> so you know exactly what kind of marketing materials you'll need. After that, it's <a href="/resources/blog/content-thats-worth-your-time">time to start writing</a>!
800<h2>Social presence and more</h2>
801There are countless more things to consider before you decide that you're completely ready to launch. First, are you ready to be <a href="/resources/blog/social-media-kpis-what-matters">present on social media</a>? And if so which sites? Which matches your brand personality and will serve your purposes better? There's no doubt that you need a blog, but what kind will you have? <a href="/resources/blog/5-compelling-reasons-to-have-a-blog-on-your-saas-website">We have a few suggestions about that</a>. Take a look at <a href="/resources/blog/why-you-should-consider-growth-hacking">our article on growth hacking</a> to see what hacks might help you get launched faster and with more power. And don't forget, <a href="/resources/blog/the-importance-of-setting-goals-in-marketing">it's important to set goals and stick to them</a>.
802<div class="blog-expert-verdict"><h3>Expert Verdict</h3><p>Most SaaS founders rush to market with a half-built brand and wonder why pipeline stalls. The five pillars above — naming, design, personas, funnel architecture, and social presence — aren't optional pre-launch tasks; they're the foundation of every successful enterprise motion. At Hunter & Bard, we've guided dozens of B2B companies through this exact sequence. The companies that invest in these fundamentals before launch consistently outperform those that try to retrofit them later.</p></div>
803<h2>Strategic Summary</h2>
804<ul><li>Your company name is a strategic asset — validate it for trademark conflicts, domain availability, and market resonance before committing.</li><li>Professional website design isn't a luxury; it's your highest-converting sales tool and the foundation of buyer trust.</li><li>Buyer personas built from real audience research prevent wasted spend and misaligned messaging across every channel.</li><li>A mapped marketing sales funnel ensures you have the right content for every stage of the buyer journey.</li><li>Strategic social media presence on the right platforms amplifies your launch and builds early community momentum.</li></ul>`},{id:"52",title:"Is the sales funnel ruining your conversion rate?",slug:"is-the-sales-funnel-ruining-your-conversion-rate",category:"Enterprise Strategy",seoDescription:"Is the traditional sales funnel hurting your B2B conversion rate? Learn why modern enterprise buyers do not move in a straight line, and what to do.",excerpt:"We all know about the tried and true trusted sales funnel and how it helps to weed out unqualified leads so your sales team can focus on qualified leads and...",readTime:5,tldr:"",image:hP,content:`<p>We all know about the tried and true trusted sales funnel and how it helps to weed out unqualified leads so your sales team can focus on qualified leads and increase productivity. The trusted sales funnel allows you to source leads and then nurture them to ensure that as many as possible convert into clients. The basics of the sales funnel are always the same. Acquire as many leads as possible during the ‘awareness stage,’ push them through the funnel, and gradually you are left with those that are ready to convert into sales. Makes sense right? But could the sales funnel secretly be ruining your conversion rate?</p>
805
806Like many others, you’re probably looking at your sales funnel in the wrong way. If you believe that your sales funnel is a one-way event and you’re willing to shed leads through the process, then you’re causing serious damage to your sales conversion rate. The way sales happens today has changed and you need to update the way you commit to the sales funnel.
807&nbsp;
808<h2>Not every consumer will start at the beginning</h2>
809There are a vast number of avenues from which a person can actively begin their journey with your brand. Some begin at the very beginning of the sales funnel with no knowledge of you, your brand or your product, and will enter the sales funnel during the awareness stage. Then there are those that will come into the sales funnel with prior knowledge of the product and what they believe they want, or need from you. This projects these consumers straight into the middle of the sales funnel, thus ensuring they miss out on the content that you have prepared for the first stage of the sales funnel.
810&nbsp;
811<h2>Why is missing a stage in the sales funnel so dramatic?</h2>
812You are looking to book a family holiday, you want a family holiday that will give you the perfect balance of family time and a little freedom from the kids. Along comes your friend who tells you of a place that her friend’s brother went to with his family the year before and you decide to check it out. In this example you’ve been given a recommendation and will immediately jump into the sales funnel, skipping right past the awareness and the discovery stages, since you’ve already sourced the company and what you want from it, and you have landed directly in the consideration stage.
813
814Due to you having skipped the first two stages, many marketers will wrongly assume that you have some knowledge of the brand. All the first stage content, directed at new leads is completely bypassed. Not only are you missing out on relevant content, but also the engagement events that occur during those stages.
815
816It’s the same thing in the B2B SaaS world. Leads that enter the sales cycle during the first two stages of the funnel are actively sourcing out information that is aimed at educating them towards brand recognition and building engagement and a relationship. With social media and mouth-to-mouth recommendations, more and more people jump directly into the middle of a sales funnel only to jump straight back out to consider another brand, all because no relationship has been carefully nurtured and no loyalty has been gained.
817
818The sales funnel is not a one-way system. Consumers are no longer sitting ducks waiting to be targeted and sailed down one route, they are actively gathering information from various sources; web, mobile, social and will move back and forth between the different stages rather than following the sales funnel directly.
819<h4>Lack of engagement = Lower retention</h4>
820<strong><a href="http://www.rosetta.com/reports/customer-engagement-rosetta-consulting-study/customer-engagement-from-the-consumers-perspective/" target="_blank" rel="noopener noreferrer" data-mce-target="_blank"><img class="owMrkClick aligncenter" src="http://cdn2.hubspot.net/hub/529323/hubfs/Sales_Funnel_Quote.png?t=1491866510481&amp;width=736&amp;height=137&amp;

820name=Sales_Funnel_Quote.png" sizes="(max-width: 736px) 100vw, 736px" srcset="//cdn2.hubspot.net/hub/529323/hubfs/Sales_Funnel_Quote.png?t=1491866510481&amp;width=368&amp;height=69&amp;name=Sales_Funnel_Quote.png 368w, //cdn2.hubspot.net/hub/529323/hubfs/Sales_Funnel_Quote.png?t=1491866510481&amp;width=736&amp;height=137&amp;name=Sales_Funnel_Quote.png 736w, //cdn2.hubspot.net/hub/529323/hubfs/Sales_Funnel_Quote.png?t=1491866510481&amp;width=1104&amp;height=206&amp;name=Sales_Funnel_Quote.png 1104w, //cdn2.hubspot.net/hub/529323/hubfs/Sales_Funnel_Quote.png?t=1491866510481&amp;width=1472&amp;height=274&amp;name=Sales_Funnel_Quote.png 1472w, //cdn2.hubspot.net/hub/529323/hubfs/Sales_Funnel_Quote.png?t=1491866510481&amp;width=1840&amp;height=343&amp;name=Sales_Funnel_Quote.png 1840w, //cdn2.hubspot.net/hub/529323/hubfs/Sales_Funnel_Quote.png?t=1491866510481&amp;width=2208&amp;height=411&amp;name=Sales_Funnel_Quote.png 2208w" alt="Sales_Funnel_Quote.png" width="736" height="137" /></a></strong>
821
822If you are not able to engage fully with a lead then you will be unable to build a fulfilled relationship. The results will affect the customer experience. Customer experience for someone that jumps right into the purchase stage will differ immensely from someone who has followed the sales funnel and become a nurtured lead. Nurtured leads will have had time to build an attachment to a brand which leads to increased retention.
823<h4>Customer experience journey</h4>
824The notion of a sales funnel can be interchanged with the customer experience journey. The idea is to build a fully recognizable journey for the customer regardless of where they join you in the sales funnel. You need to craft an action plan for every event that occurs, and turn every actionable event into an engagement, whether it be responding to a social media response that your company was tagged in when the user was recommended your services, or a thank you response to a purchase that will guide the user back to the product for add on services. Your goal is to turn a decision into an engagement.
825
826<a href="http://www.rosetta.com/reports/customer-engagement-rosetta-consulting-study/customer-engagement-from-the-consumers-perspective/" target="_blank" rel="noopener noreferrer" data-mce-target="_blank"><img class="owMrkClick aligncenter" src="http://cdn2.hubspot.net/hub/529323/hubfs/Second_Sales_Funnel_Quote.png?t=1491866510481&amp;width=732&amp;height=107&amp;name=Second_Sales_Funnel_Quote.png" sizes="(max-width: 732px) 100vw, 732px" srcset="//cdn2.hubspot.net/hub/529323/hubfs/Second_Sales_Funnel_Quote.png?t=1491866510481&amp;width=366&amp;height=54&amp;name=Second_Sales_Funnel_Quote.png 366w, //cdn2.hubspot.net/hub/529323/hubfs/Second_Sales_Funnel_Quote.png?t=1491866510481&amp;width=732&amp;height=107&amp;name=Second_Sales_Funnel_Quote.png 732w, //cdn2.hubspot.net/hub/529323/hubfs/Second_Sales_Funnel_Quote.png?t=1491866510481&amp;width=1098&amp;height=161&amp;name=Second_Sales_Funnel_Quote.png 1098w, //cdn2.hubspot.net/hub/529323/hubfs/Second_Sales_Funnel_Quote.png?t=1491866510481&amp;width=1464&amp;height=214&amp;name=Second_Sales_Funnel_Quote.png 1464w, //cdn2.hubspot.net/hub/529323/hubfs/Second_Sales_Funnel_Quote.png?t=1491866510481&amp;width=1830&amp;height=268&amp;name=Second_Sales_Funnel_Quote.png 1830w, //cdn2.hubspot.net/hub/529323/hubfs/Second_Sales_Funnel_Quote.png?t=1491866510481&amp;width=2196&amp;height=321&amp;name=Second_Sales_Funnel_Quote.png 2196w" alt="Second_Sales_Funnel_Quote.png" width="732" height="107" /></a>
827
828The sales funnel focuses on the final purchase, hence its name, sales! But we as marketers understand, the end purchase is not what makes a successful business, relationships are what drives success. Customer satisfaction and a positive customer experience in today’s world is vital because of the tremendous effect social media and customer reviews have on businesses. If you thought that bad news travelled fast in the 90’s, can you imagine the strength a single word can have now that the world is constantly online?
829
830Building the brand experience into a product and into a sale encourages retention and builds value. Although the sales funnel is focused on a final sale, we as marketers should not be separating the sales aspect of a business from the customer retention and engagement. These two separate entities should be endorsed as one. The sales funnel is a great starting point for businesses, but it is not an absolute and should be seen as a flexible journey that encourages a positive customer experience.`,seoTitle:"Is the sales funnel ruining your conversion rate?"},{id:"54",title:"A little politeness goes a long way: Introducing Permission selling",slug:"a-little-politeness-goes-a-long-way-introducing-permission-selling",category:"Enterprise Strategy",seoDescription:"Permission selling replaces aggressive outreach with trust-based engagement. Learn how buyer consent drives higher B2B enterprise conversion.",excerpt:"You have to admit that when you get a phone call while you are right in the middle of doing something and you answer, only to find that it’s just another sales...",readTime:3,tldr:"",content:`You have to admit that when you get a phone call while you are right in the middle of doing something and you answer, only to find that it’s just another sales call, you might get a tad frustrated. Doesn’t it annoy you that someone is trying to connect with you and trying to sell you a product when it just isn’t convenient for you? Rest assured, you are not alone in experiencing feelings other than pleasure when this happens. Nor are you alone in feeling like these negative feelings drive you to not want to indulge in conversation with this company, even if they’re selling a product that you’d potentially be interested in purchasing.
831
832In-your-face sales tactics are off-putting and out-dated. It’s time for sales teams to modernize their sales techniques and start selling the polite way. Welcome to permission selling, the future of successful marketing and selling techniques.
833
834Permission selling is based upon the Inbound marketing theory, which places the customer’s needs above all other. It’s a form of sales technique that allows the buyer to rule the engagement and the speed of the sales process.
835<h2>What is permission selling?</h2>
836Permission selling (a phrase coined by Seth Godin) is a sales theory that allows the customer to come to you, to be captured by your presence, without you reaching out to them. The whole concept is based around reaching out to people only after they’ve given you permission.
837
838Take a look around you. What brand do you see that truly captures your attention? Not exactly B2B, but I’ll still use the Haribo candy advertisements as my example. Totally aside from the fact that I am totally hooked on anything sweet, these advertisements capture my attention and make me smile. They make me remember the brand and make me want to approach the brand to find out more. No one has once asked me to taste the product, no one has offered me a special price if I purchase, nothing has been sold to me. I am attracted to this brand purely through my own free-will.
839
840<iframe src="https://www.youtube.com/embed/9scm3NCIH_E" width="560" height="315" frameborder="0" allowfullscreen="allowfullscreen"></iframe>
841
842Whilst enjoying the video I have allowed this company to advertise their product to me, thus opening up a gateway for them to pursue engagement and start a relationship. I have inadvertently listened to their advertisement, I have bought into their brand and I am willing to listen to their marketing. If I am to click through to their website looking for more fun videos, I am likely to agree to complete an online form for a free sample product, or for the first glimpse of their next advertisement. They have gained my permission to sell to me.
843
844<img class="" title="Permission_Marketing_1.png" src="http://cdn2.hubspot.net/hub/529323/hubfs/blog-files/Permission_Marketing_1.png?t=1491866510481&amp;width=1920&amp;name=Permission_Marketing_1.png" sizes="(max-width: 1920px) 100v

844w, 1920px" srcset="//cdn2.hubspot.net/hub/529323/hubfs/blog-files/Permission_Marketing_1.png?t=1491866510481&width=960&name=Permission_Marketing_1.png 960w, //cdn2.hubspot.net/hub/529323/hubfs/blog-files/Permission_Marketing_1.png?t=1491866510481&width=1920&name=Permission_Marketing_1.png 1920w, //cdn2.hubspot.net/hub/529323/hubfs/blog-files/Permission_Marketing_1.png?t=1491866510481&width=2880&name=Permission_Marketing_1.png 2880w, //cdn2.hubspot.net/hub/529323/hubfs/blog-files/Permission_Marketing_1.png?t=1491866510481&width=3840&name=Permission_Marketing_1.png 3840w, //cdn2.hubspot.net/hub/529323/hubfs/blog-files/Permission_Marketing_1.png?t=1491866510481&width=4800&name=Permission_Marketing_1.png 4800w, //cdn2.hubspot.net/hub/529323/hubfs/blog-files/Permission_Marketing_1.png?t=1491866510481&width=5760&name=Permission_Marketing_1.png 5760w" alt="Permission_Marketing_1.png" width="1920" data-constrained="true" />
845<h2>How does permission marketing work?</h2>
846Permission marketing focuses on the following formula:
847<ul>
848 	<li>Attract – Bringing strangers to your brand through attractive content.</li>
849 	<li>Convert – Turning strangers into visitors by incorporating call-to-actions within your content.</li>
850 	<li>Close – Converting visitors to leads through follow-up lead nurturing</li>
851 	<li>Delight – Delivering the final sale and following through with retaining customers</li>
852</ul>
853According to <a href="http://blog.hubspot.com/marketing/permission-marketing-automation#sm.00114qco3bczcwz10rs2hadfn6nv3">Hubspot</a>, permission marketing is successful and leads to better results than direct marketing because your communications are:
854<ul>
855 	<li>Anticipated: The lead is waiting for your email.</li>
856 	<li>Relevant: The content is something the lead is interested in.</li>
857 	<li>Personal: The content is relevant to the lead.</li>
858</ul>
859As Seth Godin puts it, "Permission marketing turns strangers into friends and friends into loyal customers," "it's not just about entertainment - it's about education." Whether we're selling candy, or promoting a unique B2B SaaS service, we, as marketers, need to forget that we are trying to sell a product and need to create appealing content that not only educated, but also ignites the imagination of the buyer.`,seoTitle:"Permission Selling: Politeness as a B2B Tactic"},{id:"55",title:"A few helpful tips to beat blogger’s block",slug:"a-few-helpful-tips-to-beat-bloggers-block",category:"Enterprise Marketing",seoDescription:"Blogger's block kills B2B content momentum. A few practical tips to get unstuck and keep your enterprise content calendar moving.",excerpt:"It’s one thing to know that you should be blogging regularly , another to know what types of posts you should be writing , and yet a third to know what to...",readTime:5,tldr:"",content:`It’s one thing to know that <a href="https://hunterandbard.com/5-compelling-reasons-blog-saas-website/">you should be blogging regularly</a>, another to know <a href="https://hunterandbard.com/content-marketing-plan-cover-4-core-content-types/">what types of posts you should be writing</a>, and yet a third to know what to actually write in those posts. That’s right, writer’s block strikes for everyone, not just professional writers. So what’s a person to do when they know they have to get something up on the company blog and yet have zero idea what to write about? We have a couple suggestions.
860<h2>What's your company philosophy?</h2>
861It probably goes without saying that you’re in business because you strongly believe in what you do. Why not use your blog as the platform from which you can share some of your motivations for starting your SaaS company and for keeping it up and running. What prompted the launch? What has guided the development of the services you offer? What feedback has helped shape the growth of the company? All of these topics help establish you as an expert in the field and gives your company a unique
862<h2>The low hanging fruit: Client questions</h2>
863Even if you offer the world’s simplest SaaS product possible, your potential and existing clients are still going to have some questions they need answered. For the most part these are going to be addressed in your FAQ section, but once in a while a question will come along that deserves a slightly more in depth answer. Ask your sales team members to keep a running log of any interesting queries they have to field so that when the curse of the blinking cursor strikes you’ll have a list to pluck from.
864<h2>What's happening in the industry?</h2>
865In order to keep your finger on the pulse of what is happening in your industry you should really be actively participating in industry forums, following industry news, and even attending industry events. The good news is that doing so doesn’t just help guide your product development cycle, it can also feed your blog content. Is there a hot topic that’s being heavily debated in forums? Instead of sharing all of your insights in the comments section, you can craft a blog post sharing your take on the situation. Was a groundbreaking announcement just made? Again, share your thoughts in your blog. Posts like these are ideal for social sharing because it proves that you’re staying on top of relevant developments and gives potential users a way to get to know y

865ou.
866<h2>What's happening in the news?</h2>
867Industry news isn’t the only thing you should be keeping close tabs on. Current events might be relevant to your industry in unexpected ways. What’s happening today that can inspire a blog post and maybe gain you a few new readers and potential leads? Keep an eye on trending topics to see if maybe you can take advantage of the buzz. Please note: we in no way endorse taking advantage of national or even local tragedies to toot your own horn. There are classy ways to benefit from trending items and ways that are not so classy. Trust your gut to know the difference.
868<h2>Seasons and holidays</h2>
869Not everyone is going to have a SaaS product that’s the ideal gift for a Valentine’s Day present, but seasons and holidays are wonderful inspirations for blog posts. While the holiday gift idea might not be a great angle to grab, maybe you have the service that can improve a company’s productivity as they navigate the holiday season. Take a look at the season or upcoming holidays and see if you can tease out a relevant blog post or two.
870<h2>Behind the scenes</h2>
871One of the reasons Zappos became so incredibly popular so fast is because the CEO strongly believed in letting people see the behind the scenes of the operation. Customers loved seeing where the Zappos employees worked; it made them feel like they were buying from people they knew rather than from a soulless computer. You might not be selling something as emotionally evocative as shoes, but you can benefit from the same concept. Let your company culture shine through in your posts. Share pictures from the holiday party, of the conference rooms, or anything else that you feel makes your story come to life. You might be surprised at how much your clients enjoy seeing what’s happening on the other side of their computer screens.
872<h2>Real stories come to life</h2>
873Sometimes, to be converted to a paying client, all someone has to see is the product in action. Since software is inherently hard to see, the next best thing is hearing about how another user is putting it to work. If you have a client who is using your SaaS service in a unique or innovative way or someone who is a true power user, featuring their story on your blog is an amazing way to showcase what they’re doing so that others might be inspired. It’s also a great way to show clients how grateful you are for their business.
874<h2>Take aways and mistakes</h2>
875Most people shy away from ever admitting they were wrong, but great things come to those who have the courage to do so in as public a space as the company blog. Not only does standing up and saying “We were wrong about how we chose to do this.” show strength of character and a propensity for growth, it also tells your users that they can have inherent trust in what you are currently doing. It’s relationship-building gold. What have you tried and failed at? What have you implemented and had to change or remove? Fess up. Show off what you learned and how it improved the next thing you created. You’ll find that this is just another situation where honesty really is the best policy.`,seoTitle:"A few helpful tips to beat blogger’s block | Hunter & Bard"},{id:"403",title:"5 compelling reasons to have a blog on your SaaS website",slug:"5-compelling-reasons-to-have-a-blog-on-your-saas-website",category:"Enterprise Marketing",seoDescription:"Five data-backed reasons every B2B SaaS company needs a blog. Drive organic traffic, build authority, and support your enterprise sales funnel.",excerpt:"When you’re just getting started and your scrappy team is already stretched to the max, it’s hard to embrace the concept that, on top of everything else, you...",readTime:3,tldr:"",content:`When you’re just getting started and your scrappy team is already stretched to the max, it’s hard to embrace the concept that, on top of everything else, you need to create and maintain a company blog. And yet, we’re here to tell you that we don’t just suggest that you do, we insist on it.
876
877There are countless reasons why a blog should be one of the cornerstone elements of your content marketing strategy. How about we just give you a few to get you started?
878&nbsp;
879<h2>1. A blog drives traffic to your site</h2>
880We understand that the end goal of all of your marketing efforts is to increase traffic to your site so you can generate more sales. Great news, a blog will help you do just that.
881
882Generating good content on a consistent basis keeps your website relevant which means that search engines will keep serving up links to your site in response to user queries. Informative and useful posts are also easily shared via social media, giving your fans a way to help promote you to their networks, and giving you easy content to share on your social channels.
883&nbsp;
884<h2>2. A blog keeps your site relevant and interesting</h2>
885You only update SaaS offerings every so often, so for the most part, once your site has been created, the copy is rarely updated or changed. The goal of a search engine is to serve up the most up to date and relevant information they can find, so, if your site remains static and unchanged, very quickly, it’ll stop ranking at all. Regular updates on the blog make it seem as though the entire site is fresh and current. In short, it’s SEO gold. Even better, a great blog gives your existing clients a reason to keep coming back and gives you opportunities to upsell or cross-sell to them.
886&nbsp;
887<h2>3. A blog establishes you as an expert in the field</h2>
888Prospective clients don’t usually have much to go on when they’re searching for the ideal SaaS company to work with. They can read reviews, sometimes see the service at work for other clients, but other than that, it’s often slim pickings. That’s why so many of them rely on the company blog to garner more information about what you do and who you are. A blog is an incredible tool for connecting with potential and existing clients. It’s a great platform for sharing relevant information, for answering questions, or just for educating people about what services you provide and how those can help them reach their objectives.
889&nbsp;
890<h2>4. A blog supports your sales efforts</h2>
891The content that you place on your blog can, and should be, an intrinsic part of your marketing sales funnel. You can share customer stories, case studies, and key information about your services. You can address and respond to prevalent pain points or answer commonly asked questions. All of which helps inform readers and convince them that you have the service that will help them meet their goals.
892&nbsp;
893<h2>5. A blog gives your company personality a place to shine</h2>
894The beauty of blogs is that there’s lots of space in which you can express yourself. While the content has to be relevant and on target, it can be expansive. Unlike your home page where you need to be incredibly mindful of brevity and focus, on the blog, you can let your company’s personality fly. Think of the blog as a place where things can be expanded, explored, and exposed. 

894Company culture, brand ideals, thought leadership. It’s all valuable and deserves to have a place to thrive.`,seoTitle:"5 Reasons Your B2B SaaS Website Needs a Blog"},{id:"406",seoTitle:"5 High-Impact CRO Tricks to Boost B2B Conversion Rates",title:"5 great conversion rate optimization (CRO) tricks you should know",slug:"5-great-conversion-rate-optimization-cro-tricks-you-should-know",category:"Frameworks",image:dP,imageAlt:"Conversion Rate Optimization (CRO) strategy and website analytics visualization",excerpt:"Conversions are all about ensuring a visitor to your website undertakes an action while engaging with your brand. That's right. Conversion equals action, not...",readTime:4,author:"Shira Abel",seoDescription:"Master conversion rate optimization with five proven tricks. Streamline your site, clarify your messaging, and use heuristics to drive B2B conversions.",tldr:"",content:`<div class="blog-key-takeaways"><h3>Key Takeaways</h3><ul><li>Conversion equals action, not just sales.</li><li>Simplicity and clarity are the primary drivers of higher conversion rates.</li><li>Use heuristics to guide visitors toward your desired goal in under 8 seconds.</li></ul></div>
895
896<p>Conversions are all about ensuring a visitor to your website undertakes an action while engaging with your brand. That's right. Conversion equals action, not sale. Despite common belief, &#8220;conversion&#8221; doesn't directly reference the total number of sales that have occurred via your website. Instead, the conversion rate relates to any measureable action undertaken by a lead at any stage of engagement with your brand.</p>
897
898Prompts for a measurable action (often referred to as a call-to action (CTA)) can vary and often differ depending where they're placed in the <a href="/services/enterprise-strategy">sales funnel</a>. First time visitor, as we well know, are rarely ready to sign up, but they're often willing to carry out a different action. They might be willing to: create an account, sign up for an email, or request to download information. Because of that, CTAs placed throughout a website should be relevant to the visitor at the exact moment in their buyer's journey.
899
900Instead of a benchmark for sales, conversion rates are a structured and systematic way to understand your website's performance. Analyze the different actionable events on your website by tracking and measuring the effectiveness of your various CTAs to see if they meet your website's unique objectives and KPIs. This data can then be used to plan improvements.
901&nbsp;
902<h2>Now let's increase those conversion rates</h2>
903You can't ensure that every website visitor will click on all the right links and take all the desired actions, but you can make it a whole lot easier to guide them in the right direction.
904<h4>Make it nice and easy</h4>
905You've heard of the saying 'time is money' and in this thriving competitive market we live in, it's especially true when it comes to your website. The more steps it takes for a user to load a page and get to where they want to be, the more likely they are to abandon your website. Patience is not a virtue in the marketing world, it simply does not exist. If you want to ensure that users are not leaving your website before accomplishing one of your desired actions, then you need to ensure that the path to the desired action is smooth and simple.
906
907<div class="blog-expert-verdict"><h3>Expert Verdict</h3><p>Most B2B websites lose conversions not because of bad traffic, but because of unnecessary friction. The fastest path to higher conversion rates is reducing the steps between arrival and action. At Hunter &#38; Bard, we see this pattern repeatedly &#8212; streamlining the user journey and clarifying the <a href="/services/brand-messaging">messaging</a> delivers outsized results compared to any paid channel optimization.</p></div>
908
909<h4>Keep it simple</h4>
910Many companies make the mistake of displaying too many offers in a way that causes confusion and reduces the overall effectiveness of each offer. You should be aiming to keep the prospect's journey through your marketing sales funnel as straight forward and simple as possible.
911
912The CTAs on your website should be clearly indicated and should feature an explicit and engaging message. If you're displaying multiple CTAs on a single page, it should be obvious who they pertain to. It's fine to offer something compelling to a first time visitor and something equally compelling to the person nearing the end of their purchasing journey, it just needs to be obvious which is which.
913<h4>Streamline your site</h4>
914Clutter and confusion often turn web visitors off. Is your <a href="/services/brand-messaging">Unique Value Proposition</a> nice and clear? Do visitors understand the message you are trying to convey? Do prospects know what actions you'd like them to undertake? Are they getting all that within the first few seconds of their visit?
915
916Potential clients always appreciate the simplicity of a clean webpage and a clear path to their goals. Adding irrelevant information and images confuses the eye and the message which you are trying to convey. Every page on your website should have its own unique goal and all aspects of the content within each page should point towards your actionable goal. We all know that first impressions are the most important. Minimizing the content on your homepage could increase your overall conversions.
917<h4>Let the message speak for itself</h4>
918Are you trying to be cute and clever with your content? Is your message suffering because of it? Might be time to reconsider your tactics. It's important to focus on clarity when conveying a message. If you're needlessly using funky jargon or a funny tone, you could be sacrificing the clarity of the message. Be clear, concise, and on brand. Funny isn't bad, as long as it's not at the detriment of your messaging.
919
920Let's be clear, we're not asking you to assume your reader is an illiterate toddler; you don't need to be condescending. But do be aware that not all of your prospects will understand industry buzzwords that are second nature to you and your team. Take a step back and try to 

920see your website from the perspective of someone who doesn't know what you're offering. Would they understand it without needing to be walked through the concept? If the answer is no, it's time to rethink the <a href="/services/brand-messaging">clarity of your messaging</a>.
921
922<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Need Help With Conversions?</p><h3>Enterprise Strategy</h3><p>Our strategists audit your site's conversion paths and messaging to turn more visitors into pipeline. Get a structured plan backed by behavioral frameworks.</p><a href="/services/enterprise-strategy" class="blog-inline-cta-link">Explore Enterprise Strategy &#8594;</a></div>
923
924<h4>Make it instantly compelling</h4>
925You have around 8 seconds to grab a visitor's attention before they disappear from your website forever, so you want to provide a strong emotive message that will compel them to engage. When creating any type of content, always ask yourself if you are qualifying the audience, exploring the concept, and adding emotion, if you are, then you will effectively be pushing your reader towards the CTA that offers the solution to the question they need answered. By employing heuristics as you design your site, you'll ensure you are attracting the right people for the right action and helping them engage as soon as they arrive.`},{id:"412",title:"10 worthwhile post sales marketing tools",slug:"10-worthwhile-post-sales-marketing-tools",category:"Enterprise Marketing",seoDescription:"Reduce churn and increase LTV with 10 post-sales marketing tools. From onboarding to advocacy, retain B2B customers after the deal closes.",excerpt:"Convincing someone to purchase your products can be a costly endeavor. With wildly fluctuating advertising rates, oftentimes you might not recoup the customer...",readTime:4,tldr:"",content:`<p>Convincing someone to purchase your products can be a costly endeavor. With wildly fluctuating advertising rates, oftentimes you might not recoup the customer acquisition costs until the second or third sale. That’s why assuming that you’re done marketing to someone once they’ve made a purchase is a rooky mistake you shouldn’t make.</p>
926
927Here are some post sales marketing action items that can help you nurture your SaaS customers into becoming longtime fans and repeat buyers.
928&nbsp;
929<h2>Say thank you</h2>
930It’s such a simple thing, but one that’s so often forgotten. A simple, heartfelt thank you after a purchase lets a customer know they’re not just another number in a spreadsheet and that their purchase means something to you.
931
932Remember that, often when selling a SaaS product, the person doing the actual purchasing is not always the person who becomes the user. Both the C Level executive who made the purchase and the technical employee who will be using the product should be thanked.
933
934Sending a handwritten thank you note and swag that you’ve carefully picked for each person you’re thanking helps build the long lasting relationships you aspire to.
935&nbsp;
936<h2>Stay in regular contact</h2>
937When a customer purchases a SaaS product, they’re not just buying software, they’re also buying service, and great service starts with thank you. Think of it as the beginning of the great relationship you want to build. You sent a thank you email, but don’t let the communication stop there. Real, regular contact is what turns a one-time buyer into a strong customer. Account managers should check in with customers at least every few months and have real conversations that engage the client to see how their goals are progressing and where they might need help.
938&nbsp;
939<h2>Monitor customer success</h2>
940Keep a close eye on how often your customers use your service, how they’re using it, and their success rates. Keeping an eye on the metrics gives you plausible reasons to reach out and connect, either to give them advice on how to use the product better, or to share information about other products they might find useful.
941
942Your customers have the choice to either stay with you or test out the competition. Give them every reason to keep paying for your product month after month.
943&nbsp;
944<h2>User guides</h2>
945Your products make a world of sense to you because you’ve been living and breathing them since their inception. That’s not always the case for your customers. Creating videos, infographics, or even user guides that illustrate the best ways to use your products or showcasing how other customers have used your products allows users to get to work faster and more efficiently. It also sparks more opportunities to cross or upsell, which, if you hadn’t guessed, is definitely the ideal end goal.
946&nbsp;
947<h2>Upsell, cross-sell, sell more</h2>
948You’ve spent a considerable amount of time and money convincing someone to give your products a try. Now’s not the time to stop wooing them. Instead, now that they’ve had a chance to try one of your offerings, you can more easily upsell or cross-sell more products. If a client has fallen in love with your product and your services, then they’re the perfect target for an upgrade or an expansion.
949&nbsp;
950<h2>Ask for testimonials and reviews</h2>
951The easiest way to convince someone to try your products is to show them how much other people love them. Account managers should make a point to ask satisfied customers for testimonials. An effective testimonial is one that c

951omes from a real person, shares detailed feedback, is specific, and relevant. Few customers will balk at the idea of you hosting these on your site, after all, it’s advertising for them too!
952 
953<h2>Put together case studies</h2>
954One of the items we recommend you incorporate into your Marketing Sales Funnel materials is a body of case studies showcasing how your SaaS has worked for your existing customers. Have account managers interview successful clients and share these stories with prospects to help convince them to convert.
955&nbsp;
956<h2>Customer forums</h2>
957Know who loves hearing people rave about software they use? Other people who have bought the same software. Savvy SaaS brands offer forums where customers can help each other trouble shoot or brainstorm as well as simply connect over a shared passion for your product. Have a really passionate core group of users? Maybe it’s time to expand from an online forum and start thinking about hosting networking events or conferences!
958&nbsp;
959<h2>Turn your customers into evangelists</h2>
960Make it easy for customers to recognize fellow brand loyalists with website badges, stickers, and other swag. People love feeling like they’re part of an inner circle and love spreading the word to others who might be interested.
961&nbsp;
962<h2>Launch an invite or referral program</h2>
963Don’t just make it easy for your customers to entice others in the space to try your products, make it worth their while. Don’t jump the gun and ask people to share too soon, wait until they’ve used your products for a while and are getting significant value from your SaaS. Check out this post by SaaS Growth Strategies for tips on creating a referral program that delivers.
964
965There’s no prescribed way to keep marketing beyond the sale. What works for one might not work for another. We suggest you test a few things and keep right on testing until you find the formula that works for you.`,seoTitle:"10 worthwhile post sales marketing tools | Hunter & Bard"},{id:"415",title:"You won't believe how clickbait and direct marketing come together",slug:"you-wont-believe-how-clickbait-and-direct-marketing-come-together",category:"Enterprise Marketing",seoDescription:"Clickbait tactics meet direct marketing principles. Learn how curiosity-driven headlines and clear CTAs combine to drive B2B engagement.",excerpt:"It’s tempting to blame the Buzzfeeds and Gawkers of the world on what we know as the clickbait epidemic, that thing where writers craft annoyingly alarmist and...",readTime:4,tldr:"",content:`It’s tempting to blame the Buzzfeeds and Gawkers of the world on what we know as the clickbait epidemic, that thing where writers craft annoyingly alarmist and vague headlines to coerce readers into clicking on their links and reading their articles. But the trend that has sadly moved from the dredges of the Internet and into direct marketing actually far pre-dates social media and even the World Wide Web.
966
967Fact is, humans have always been <a href="https://www.inverse.com/article/4069-the-5-psychological-reasons-you-can-t-resist-clickbait" target="_blank" rel="noopener noreferrer">wired to want to react to clickbait-like titles</a>, so much so that newspaper editors, way back in the early 1900’s, were already using sensational headlines to convince people to buy their paper instead of the competitor’s rag. Screamers, as they were known back then, dominated the first pages of news sheets, enticing people to pull out their pennies and buy the paper. It’s even rumored that <a href="http://io9.gizmodo.com/a-history-of-clickbait-the-first-100-years-1530683235" target="_blank" rel="noopener noreferrer">the Spanish-American war was started by needlessly sensational headlines.</a>
968&nbsp;
969<h2>Why is clickbait still around?</h2>
970There’s a reason clickbait has always existed. It’s because it works.
971
972We don’t want it to work. Most of the time we know better than to click on links with vague hyperbolic headlines. And yet, we more often than not, succumb to temptation. At least when we’re scrolling through our Facebook and Twitter feeds. (Less so when we’re reading our emails, but more on that in a bit.) It’s frustrating to be so easily manipulated.
973
974But clickbait still works because, unbeknownst to most, it has actually evolved over the years. 8-10 years ago, the odds of reading something in any way relevant to a headline titled “This woman went to the hospital for an ingrown toenail and you won’t believe what the doctors found!” were close to nil. Today, you’re more likely to be at least a little bit rewarded for your efforts.
975
976Without realizing it, our brains are constantly learning. Every time we click on something and end up disappointed or irritated, we are training our brains to ignore similar links in the future. So it didn’t take long for actual clickbait to start being solidly ignored all around the Internet.
977
978Headline writers had to evolve.
979
980Post titles remained sensational, but the corresponding articles started to be a little more relevant.
981
982It’s safe to assume that clickbait articles published today will be frivolous or silly, but at least nowadays, there’s usually some relevance to the headline and readers will be somewhat rewarded for clicking on the link.
983
984Clickbait evolved from headlines that were consistently misleading or articles that under-delivered on the promises made, to headlines that were simply sensational or oblique in nature. Our expectations evolved in parallel.
985&nbsp;
986<h2>So why doesn’t clickbait work as well in email or direct mail?</h2>
987So, if clickbait has evolved to keep people engaged and clicking, how come <a href="http://www.businesswire.com/news/home/20150428005196/en/Clickbait-Email-Subject-Lines-Don’t-Work-Return#.VT_VxWajGiG" target="_blank" rel="noopener noreferrer">studies have shown that clickbait-like subject lines in emails and on direct mail pieces don’t usually work</a>?
988
989Well, that has to do with the delicate inner-workings of the brain.
990
991Whether we’re aware of it or not, no matter what we’re doing, our brains are busy collecting information about everything that is going on around us. We’re constantly internalizing data, processing it, and acting based on what we’ve analyzed. It’s simple heuristics; each experience we have shapes our future reactions or decisions.
992
993When we see a clickbait link online, it’s not delivered in a vacuum. Usually we can see who has published the article, who has shared it, and who has liked it. Subconsciously that helps shape our decision about the outcome of clicking on the link.
994
995When we receive an email with a clickbait-like subject line or a direct mail piece with a clickbait headline on the envelope, unless we have a previous relationship with the sender, those usual mitigating factors aren’t there to help us decide whether or not we should bother clicking or opening.
996
997So we don’t.
998
999Because our past experiences have taught us that more often than not, what we’re seeing is something that won’t be worth our time and effort.
1000
1001The goal of direct response marketing is to generate an immediate response from consumers. So, in theory, that would mean that clickbait-like headlines and subject lines can be perfect for this form of marketing. The key lies in not forgetting that the Internet has taught us to become increasingly cynical and indifferent.
1002
1003If you can craft headlines that immediately invoke an emotional reaction that prompts the reader to open your email or your mailer without disappointing them or insulting them when they see the inside contents, then you’ve won the game.
1004
1005Next time you’re crafting an email, resist the urge to go for the low-hanging, overly clickbait-y subject line. Aim slightly higher and be sure to deliver on the promise. You’ll be rewarded by a higher open rate and much happier prospects or clients.`,seoTitle:"How Clickbait and Direct Marketing Come Together"},{id:"420",title:"You are not the hero",slug:"you-are-not-the-hero",seoTitle:"Customer-Centric Marketing: You Are Not the Hero",seoDescription:"In B2B marketing, the customer is the hero and your brand is the guide. Shift your story to become the ally or mentor in your customer's journey.",category:"Frameworks",image:uP,imageAlt:"The Hero’s Journey in B2B Customer-Centric Marketing",author:"Shira Abel",excerpt:"Everyone is the hero in their own story. Everyone else is just a character we use to further our story. Sometimes these characters are incredibly evil....",readTime:6,tldr:"",content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li><strong>The Customer is the Hero:</strong> In every brand narrative, the customer must be the protagonist, not the company.</li><li><strong>Your Role:</strong> Position your business as the ‘Mentor’ (Yoda) or ‘Ally’ (Samwise) to help the hero succeed.</li><li><strong>Avoid the Villain Role:</strong> Friction in user experience or rigid processes casts your brand as the antagonist.</li><li><strong>Empathy Mapping:</strong> Use archetypes to understand daily pain points and build emotional resonance.</li></ul></div>
1006
1007<p>Everyone is the hero in their own story. Everyone else is just a character we use to further our story.</p>
1008
1009Sometimes these characters are incredibly evil. Sometimes they are really amazing.
1010
1011A few months ago, my friend Shira told me a story about what transpired on her recent trip with her sons to Toronto. Her flight was delayed and landed after midnight in Buffalo, and she was supposed to rent a car and drive over the border. The villain in her story was the car rental company who didn’t stay open for all of the people on her flight with car reservations and doubled down by lying to her on the phone, and then not ever remedying the situation.
1012
1013She made an ally that night, who was going through the same situation as she was. She spotted a potential savi

1013or at a different car rental company, who stayed open and working, even though it was after midnight and their computers were down. Unfortunately, he was just a plot twist, and was unable to help her.
1014
1015Her fairytale vacation in Canada turned into a tragedy. She felt like a Disney princess, being forced to stay at home in her evil stepmother’s house, unable to go to the ball, wine tasting, sightseeing or any national parks, because she didn’t have a car for most of the trip. It was a story with no happy ending.
1016 
1017<h2>When hearing customer stories, which character is your company?</h2>
1018Spoiler alert: you are not the hero.
1019
1020The stories we tell tend to go one way or the other. They are either, “I had the most amazing dinner because the hot waiter flirted with me the entire time.” or “The flight was delayed three hours, they didn’t have my gluten-free meal on the 15 hour flight, and I sat next to a baby crying the entire time.”
1021&nbsp;
1022<h2>People don’t tell uneventful stories.</h2>
1023I’ve heard that cleaners on Yelp have this problem. People tend to rate them when something bad happens, but not when they did exactly like they promised to do. The result is that they have a glut of bad reviews, even though it may only represent .1% of all their customers. Behaviorists call this phenomenon the “recall bias”, we only recall either the extreme positive or extreme negative aspects of a situation.
1024
1025As business owners, we have to stop thinking of our company’s story, but rather of how we can be an ally or a savior in our customer’s story. We have to begin to <a href="/services/brand-messaging">understand their stories</a>, and figure out where exactly we fit in.
1026
1027Chances are, we are going to be a character, we just don’t want to be cast as the evil witch.
1028
1029This means that we have to put ourselves in their shoes and wonder how they will interact with our offering.
1030
1031Is our brilliant idea ultimately a help or a hinderance to them?
1032
1033I was recently chatting with Shira about her newly adopted rescue puppy, Layla, she mentioned an interaction she had with her dog insurance company. They offered free tags, along with her $100 monthly payment. When she tried ordering the tags, she found out that the company chose not to include her dog’s name nor her contact information on the tags, as she had done in the past, but rather they wanted whoever would find the missing puppy to call a toll-free number and talk with an operator who would ultimately reunite Shira and Layla.
1034
1035The company was so focused on trying to be the hero of the story, that they did not take into consideration that things happen: there could be a virus on their system, a local power outage, or some other unimaginable event that would prevent from this convoluted process from happening, like them going bankrupt.
1036
1037In the story of a lost dog, the savior is actually the Good Samaritan who found Layla wandering around and took the time to find the owners. Not the insurance company who insinuated themselves into the middle of a process.
1038
1039The purpose of an insurance company is to play a positive role on the worst possible day of our dog’s life, one that we hope will never happen. In an article about dog insurance for <a href="https://www.vox.com/2015/8/10/9123013/dogs-insurance-should-i-buy" target="_blank" rel="noopener noreferrer">Vox</a> this past summer, Sarah Kliff quoted a Harvard economist in saying that he’d be ”blissfully happy if I never used my homeowners insurance.” We pay because we don’t want something to happen, not because we want a close intense relationship with our insurer. We want our insurer to take care of us and our dog, if need be. That’s it.
1040
1041Joseph Campbell, the creator of the monomyth or the Hero’s Journey, writes about all the different archetypical characters that are associated with the Hero. There are, of course, the Shadows, who are the villains and the enemies in the stories we tell. The evil corporations who were inflexible and only cared about the bottom line and not our happiness. The banks who charge insane fees because they know we don’t have another option.
1042
1043There are the mentors, like Yoda, Merlin, Wikipedia or Siri. And then there are the allies. The friends who accompany us along the way. The people who help us and provide the color in our lives. The bartender who listens to our story or the uber driver who has the most epic playlist.
1044
1045To become the hero in someone’s story, means that someone else is telling your company’s story. For example, I decided to make Shira the heroine of the anecdotes in this post. "Shira the mother, who travelled across the country alone with her two boys." "Shira the kindhearted person, who adopted a rescue puppy." The only time someone will write such a writeup about your company is if it is for a magazine spread or a newspaper exposé.
1046
1047<div class="blog-expert-verdict"><h3>Strategic Insight: Hunter & Bard</h3><p>The most successful B2B brands don’t sell features; they sell a transformation. By stepping out of the spotlight and providing the tools for your customer to win, you build unbreakable brand loyalty.</p></div>
1048&nbsp;
1049<h2>Customers don't write stories like that about you.</h2>
1050But you can try to always be a friend. You can try to make every customer service call a positive experience. Your customers may retell the story, and you could either be cast as an ally or a villain. You may be party to the worst day of their life, or one of the best.
1051
1052The first thing we must do is understand what our customer’s story is. Are we helping them on a daily basis, a 

1052weekly basis, a monthly basis or is our service the sort of thing they hope never to utilize? Is our job to educate them and inform them, like a mentor, or to provide a flawless service every time?
1053
1054When you take a step back and realize that you are not the hero, it enables you to become a better mentor or ally to your customers. You can’t plan that you will be there as a hero for the worst day of their life, because you never want your customers to experience such a horrible day. But you can be there to answer questions when they need. You can be there to lend a helping hand before something becomes a nightmare.
1055
1056The first step is <a href="/services/brand-messaging">understanding their story and their lifestyle</a>. Put yourself in their shoes and write a narrative about how they spend their days or live their lives. Identify five or ten fictitious archetypical customers and write the narrative for them. You should figure out what their daily pain points are and learn to empathize with them.
1057
1058You will always be a character in your customer’s stories, but it is your choice to decide which role you will be playing.
1059
1060<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Scale Your Story</p><h3>Master Your Brand Messaging</h3><p>Stop being the hero and start being the guide. Our Brand & Messaging Sprint helps you refine your narrative to resonate with US-market buyers.</p><a href="/services/brand-messaging" class="blog-inline-cta-link">Explore the Messaging Sprint →</a></div>
1061
1062We already know that you are not the hero.
1063
1064Don’t be the villain, aim to be an ally.`},{id:"422",title:"Why your clients aren't converting and what you can do to change that",slug:"why-your-clients-arent-converting-and-what-you-can-do-to-change-that",category:"Enterprise Strategy",image:oP,imagePosition:"bottom",seoTitle:"Why Your B2B Traffic Isn't Turning Into Revenue",seoDescription:"Your B2B website traffic means nothing without conversions. Proven CRO tactics and enterprise strategy fixes to turn visitors into pipeline.",imageAlt:"B2B conversion rate optimization strategy for SaaS companies",excerpt:"Most people spend countless hours designing their website, and then, when the project is done, never spend much time thinking about it again. Then they look at...",readTime:9,tldr:"",content:`<div class="blog-key-takeaways"><h3>Quick Strategic Audit</h3><p>Before you read further, run through this checklist. If you answer "no" to more than two, your conversion problem is structural, not cosmetic.</p><ul><li>Do you know where your traffic is actually coming from, and whether it's the <em>right</em> traffic?</li><li>Can a stranger understand your value proposition in 4 seconds?</li><li>Do you have multiple CTAs for different buyer stages (not just "Talk to Sales")?</li><li>Are your web forms asking too much too soon?</li><li>Does your site build trust with social proof, awards, and professional design?</li><li>Is your sales path clear and guided, or do visitors wander and bounce?</li></ul></div>
1065
1066<p>Most people spend countless hours designing their website, and then, when the project is done, never spend much time thinking about it again. Then they look at their stats and lament that only a tiny fraction of the people stopping by their site actually sign up for their services.</p>
1067
1068There are some very good reasons why that might be happening, and some relatively easy solutions to fixing the problem. Take a look at the primary reasons your visitors might not be converting, and what you can do to ensure they do.
1069&nbsp;
1070<h2>Where is your traffic coming from?</h2>
1071First things first, what's driving your website visitors to you? It's great that you're getting decent traffic to your site, but let's be honest now, where are these people hailing from? If they're coming from an appealing ad that's poorly targeted, you might be driving the wrong kinds of traffic to your site.
1072
1073<strong>The fix:</strong> Take a close look at your analytics to see what is driving traffic to your site. Is there something you can change? Are you getting the right visitors? Change up your ad placement for a few weeks to see if anything changes.
1074&nbsp;
1075<h2>Is your unique value proposition clear to all?</h2>
1076Studies have shown that people visiting any website decide in under 8 seconds 

1076if what they're seeing is <a href="https://conversionxl.com/blog/first-impressions-matter-the-importance-of-great-visual-design/">worthy of their attention</a> or not. And let's be clear, that 8 seconds is really the outlier. So, in, let's say, 4 seconds, can someone seeing your home page for the first time know exactly what you're offering, how it benefits them, and why they should be getting it from you and not the other guy? If you're not sure, have someone who doesn't actually know what you sell, take a look at your site for just a few seconds and ask them what they figured out. If you don't know your <a href="https://unbounce.com/conversion-glossary/definition/unique-value-proposition/">Unique Value Proposition (UVP)</a>, then it's time for a quick time out while you and your team figure out a clear and succinct way to articulate what you offer, why people should be getting it from you, and the benefits they'll receive if they do.
1077
1078<strong>The fix:</strong> Take a long hard look at the above the fold section of your home page. Is your UVP clearly outlined? If not, fix it. If it is, it's time to do a little testing. Change the way you display your UVP, change the wording, change the design. Test the different options to see which works best.
1079
1080<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Struggling with messaging clarity?</p><h4>Brand & Messaging Sprint</h4><p>In just 2 weeks, we'll pressure-test your value proposition, sharpen your positioning, and build messaging that converts — so visitors know exactly why they should choose you.</p><a href="/products/sprint" class="blog-inline-cta-link">Explore the Sprint →</a></div>
1081
1082&nbsp;
1083<h2>Do you have effective and actionable CTAs above the fold?</h2>
1084One of the things we hate seeing the most is when a website does a great job of showing off their UVP in a compelling and clear way, but there are no useful Call to Actions, CTAs to be found anywhere on the home page. Too many people shy away from actually asking their website visitors to do anything because they don't want to appear pushy or needy. Well, here's the deal, if you don't ask, they won't do. If your CTA is a tiny little tab at the top left of your screen, most people are going to overlook it entirely.
1085
1086Research tells us that 96% of people who first visit a B2B site aren't ready to convert. That means that if the only CTA is "Talk to a Rep," those 96% will click away. You need to give them options so they don't feel like they're being pushed before they're ready.
1087
1088<strong>The fix:</strong> No one says you can only have one CTA at the top of your home page. In fact, it's best if you have two or even three, each one appealing to someone in a different stage of the sales process. Make sure your <a href="https://hunterandbard.com/calls-actions-actually-convert/">CTAs are engaging</a> by asking yourself what pain points you solve and addressing them. Alternatively, you can ask yourself what obstacles are keeping prospects from converting and then addressing those in the CTA. If you're a relatively unknown entity, have a CTA that points to something that will reassure potential clients. If you're a small company, point your visitors to a page of testimonials.
1089
1090And let's not stop at the top of the page. While you definitely need a couple CTA options above the fold, you also need to have some below, so that when people are done reading what you've laid out for them to see, they don't have to scroll all the way back up to engage with you.
1091&nbsp;
1092<h2>Have you ever tested your CTAs?</h2>
1093You might well have some very appealing CTAs on your home page, but until you give your visitors something else to click, you might never know if that's the stumbling block that's keeping prospects from converting. Sometimes a red button performs exponentially better than a green one. Sometimes a question engages more people than a statement. There's no magic solution when it comes to CTAs for B2B SaaS companies. Each client set is so different from the other that what works for one might not work at all for another. The only way to see what converts yours is to try a few different things.
1094
1095<strong>The fix:</strong> Take a look at your CTAs, do they address your potential clients' questions in a clear and engaging way? When was the last time you changed them? Test a few options. Change the way the CTAs are worded. Change the way they look. Change where they're positioned. See what performs better and then test a few more options.
1096&nbsp;
1097<h2>What does your home page say exactly?</h2>
1098You've undoubtedly read your website copy about a million and one times. Plus, you know exactly what you meant when you wrote the copy, so that's exactly what you read when you see it. Someone who has never seen your site before might not have the same experience at all.
1099
1100Is there an overwhelming amount of information on your home page? Is it cluttered? C

1100onfusing? Off-putting? Remember, 4 seconds. That's all you get. So you'd better make the best use of it. And no, that doesn't mean throwing everything you've got at every passing visitor. It means being very selective and precise about what you decide to show them. Hubspot has a fantastic Infographic that outlines everything a great home page should have. <a href="http://blog.hubspot.com/blog/tabid/6307/bid/31097/12-Critical-Elements-Every-Homepage-Must-Have-Infographic.aspx#sm.0000h3xrx5aprffosdj15zxr8qd2u" target="_blank" rel="noopener noreferrer">Take a look</a> and compare your home page to their list.
1101
1102<strong>The fix:</strong> Pull in that friendly stranger that we mentioned up in #2. Or his friend. We're not picky. Have them take a look at your website and ask them how it makes them feel and what it makes them want to do. Do they feel the way you want them to feel and want to do what you want them to do? If not, it's time for a change.
1103
1104We suggest testing a few variations of your headline and sub-headline until you find a combination that does a great job of promoting your UVP and your brand personality even to someone who's only going to glance at what you have to offer.
1105&nbsp;
1106<h2>Are you asking too much?</h2>
1107Even if your browser is set up to auto-fill, no one actually enjoys filling out web forms. We all see them as a necessary evil, but our willingness to comply and hand out information drops a little more with each question we're forced to answer. Come on, you can admit it, we know you feel that way too. How long are the web forms on your own site? Are you asking for too much too soon? The balance between what you need to know and what your prospects are willing to tell you is going to be different than everyone else's and might possibly hinge on what you're offering up in exchange for that information. Bear that in mind when creating the forms you put on your site.
1108
1109<strong>The fix:</strong> You're going to be shocked, but the fix here is once again testing, testing, testing. What's the bare minimum you need to know to turn a visitor into, at the very least, a warm lead? How many questions are your visitors willing to answer? What is compelling enough to get them to jump hoops? Test a number of forms with different numbers of fields and different lead magnets until you find the sweet spot for your potential clients. And remember, it's always better to gather the information bit by bit as you move people through your sales funnel than to be greedy and try to get it all upfront in a way that risks turning people off completely.
1110&nbsp;
1111<h2>What are you doing to put your visitors at ease?</h2>
1112There's a reason people shop from Amazon. It's because Amazon is a known entity so it's not scary to give them your information or to make a transaction with them. Agreeing to work with someone new is a whole other kettle of fish, and for a B2B SaaS company, it can be especially scary because you can't exactly bundle the portion of service you've tried in the box it came in and demand a refund. It's your job to convince website visitors of all the different reasons they should trust you to help solve their current need.
1113
1114<strong>The fix:</strong> Without taking up a ton of valuable home page real-estate you can display a lot of content that can convince a prospect to consider your Sa

1114aS products. Show off any success indicator you might have accrued over the years like awards, recognition, or different industry seals. Display social proof that your potential clients' peers might have endorsed you. Share testimonials and reviews.
1115
1116Additionally, your website design can have a huge impact on your visitors and make them feel like they've found the right "fit" for them. Make sure your images portray the kinds of clients you actually cater to and that the language you use speaks to the people you'd like to attract. You'd be amazed at what a difference it can make.
1117 
1118<h2>How clear is your sales path?</h2>
1119You know exactly the path you'd like every potential client to take to get them from prospect to converted user, but is it easy for them to follow when they come to your site? Odds are, it's clear to you, but your site doesn't do a great job of guiding them where you'd like them to go.
1120
1121<strong>The fix:</strong> Decide, based on what you've learned from past client experience, what's the best way to get those 96% who are just looking, to start dipping in a toe and then start guiding them through your site. What information do you need to lay out to snag their attention without overwhelming them, to inform them without turning them off? And then, yes, again, start testing. Where are you losing people? Why? What can you change to keep them interested?
1122
1123<div class="blog-expert-verdict"><h3>Expert Verdict</h3><p><strong>Hunter & Bard's take:</strong> Most B2B conversion problems aren't about traffic volume — they're about messaging clarity and trust architecture. If a stranger can't articulate your value in 4 seconds, no amount of ad spend will fix your funnel. Start with your UVP, layer in stage-appropriate CTAs, and build trust through design and social proof. Conversion optimization is a system, not a single fix.</p></div>
1124
1125<h2>Key Takeaways</h2>
1126<ul>
1127<li><strong>Audit your traffic sources</strong> — high volume means nothing if you're attracting the wrong audience through poorly targeted campaigns.</li>
1128<li><strong>Clarify your UVP above the fold</strong> — visitors decide in 4 seconds whether your site is worth their time.</li>
1129<li><strong>Deploy stage-appropriate CTAs</strong> — 96% of first-time B2B visitors aren't ready to talk to sales. Give them other options.</li>
1130<li><strong>Minimize form friction</strong> — ask only what you need for the current funnel stage and gather more over time.</li>
1131<li><strong>Build trust through design and proof</strong> — awards, testimonials, and professional design reduce perceived risk.</li>
1132<li><strong>Guide the sales path</strong> — don't assume visitors will find their way. Design a clear, tested journey from browse to convert.</li>
1133<li><strong>Test relentlessly</strong> — every element (headlines, CTAs, forms, layout) should be A/B tested to find what works for your specific audience.</li>
1134</ul>`},{id:"426",title:"The importance of knowing your audience",slug:"the-importance-of-knowing-your-audience",seoTitle:"B2B Audience Research: Map Your Customer Tribe",seoDescription:"Stop making noise and start attracting your tribe. Learn how to define audience demographics, lifestyle, and values to increase B2B conversion.",imageAlt:"B2B audience research and ideal customer persona mapping",category:"ABM & Pipeline",excerpt:"Every message you share with the marketplace either attracts attention, repels attention or gets lost in the shuffle.",readTime:4,tldr:"",image:sP,content:'<div class="blog-key-takeaways"><h3>Audience Research Checklist</h3><ul><li>Define basic demographics (age, location, income).</li><li>Map lifestyle and motivations of your character.</li><li>Identify core personality traits.</li><li>Test messaging against real data.</li></ul></div><p>Every message you share either attracts attention or gets lost. Understanding your audience is the foundation of S.C.A.L.E.</p><h2>Demographics &#38; data</h2><p>Defining basic details helps determine target market size.</p><div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Strategic Alignment</p><h3>Is your messaging hitting the mark?</h3><a href="/services/brand-messaging" class="blog-inline-cta-link">Explore the Messaging Sprint &#8594;</a></div><div class="blog-expert-verdict"><h3>Expert Verdict</h3><p>Business is people serving people. If you aren&#8217;t in the shoes of your clients, you&#8217;re just making noise.</p></div><h2>Strategic Summary</h2><ul><li>Move beyond demographics to lifestyle.</li><li>Ground personas in real data.</li><li>Align your vibe to your tribe.</li></ul>'},{id:"430",title:"Why you should consider growth hacking",slug:"why-you-should-consider-growth-hacking",category:"Enterprise Strategy",seoDescription:"Growth hacking is disciplined experimentation. Learn when it fits a B2B enterprise motion and when it just wastes your team's time.",excerpt:"Growth hacking is a term that gets bantered around a lot in the start-up world, so you might already know what it’s all about, but, just for those who don’t,...",readTime:4,tldr:"",content:`Growth hacking is a term that gets bantered around a lot in the start-up world, so you might already know what it’s all about, but, just for those who don’t, growth hacking is the fast-paced marketing and product development experimentation process that allows companies to identify the best ways to grow their business.
1135
1136A growth hacker is neither a marketer or a coder, but someone who straddles both worlds in order to bring a start-up or a small business rapidly to corporate growth territory. Since start-up owners rarely fully grasp exactly what marketing techniques their prospects will respond to, a growth hacker’s job is to test a variety of things to see what resonates best with the company’s particular audience. Their approach usually includes a variety of acquisitions, optimization strategies, and testing of technical details.
1137
1138After you read the following reasons to give growth hacking a try, check out this <a href="https://www.matthewbarby.com/saas-startup-growth-hacking/" target="_blank" rel="noopener noreferrer">long list of growth hack ideas outlined by Matthew Barby</a> and this <a href="http://sixteenventures.com/saas-marketing-growth-hacks" target="_blank" rel="noopener noreferrer">list by Lincoln Murphy</a> to get some inspiration for where to start. If you’re not a coder at all, but still want to give growth hacking a try, check out <a href="https://blog.kissmetrics.com/35-growth-hacking-tools/" target="_blank" rel="noopener noreferrer">these tools shared on the Kissmetrics blog</a>.
1139
1140First things first though. Let’s take a look at why you should even give growth hacking a shot.
1141&nbsp;
1142<h2>It's fast and scrappy</h2>
1143Start-ups, by definition, need to be quick on their toes and even quicker to pivot when needed. Traditional marketing is a critical component of company growth, but it has slower lead and response time than growth hacking meaning that you can’t quite learn and shift as fast as you could if you were using growth hacks.
1144
1145A growth hacker’s entire job is growth, so everything they do is focused and driven towards just that. Since there are no hard and fast rules or even preconceived notions, a growth hacker does what’s specifically needed to help the company grow. It’s the very definition of fast and scrappy. A traditional marketing team is made up of a number of people all working towards their specific goals. A growth hacker usually works solo, making the role better able to evolve as needed.
1146&nbsp;
1147<h2>It's about targeted approach vs broad reach</h2>
1148Traditional marketing is all about getting a product or service in front of the largest audience possible in order to make the biggest impact possible. Not only is that not feasible for a start-up or a small company with a tiny marketing budget, it might not be ideal from a logistics perspective. Too many people signing up for your Sa

1148aS product too soon might mean you can’t give users the level of service or attention you aspire to. It also means you have less control over customer satisfaction.
1149
1150Growth hacking marketing is a much more targeted approach that puts your products or services in front of a carefully selected audience. The metrics which are an integral part of growth marketing enable you to modify offerings according to what your clients really want and to help your SaaS company evolve quickly and
1151 
1152<h2>It allows you to focus on your skills and ideal audience</h2>
1153There are a million different marketing options. Each could have a positive impact on your business reach, but there’s no way for a lean start-up to try each and every one. It’s not feasible from a financial or time perspective. Growth hacking gives you the option to focus on your business’s area of expertise and capitalize on saturating your ideal consumer base instead of constantly trying to break into new audience
1154&nbsp;
1155<h2>It’s a means to accelerated growth</h2>
1156<a href="https://neilpatel.com/what-is-growth-hacking/">Growth hacking</a> is not intended to be a long term solution. On the contrary, it’s perfect for the quick growth needed when a company launches. Using different growth hacking techniques makes it possible to quickly get your company to where you want it, so you can then switch to more a more traditional approach for consistent continual growth. The growth hacker, hybrid marketer/coder takes a hard long look at the question “How do I get clients to buy my product?” and then tests out various answers with A/B testing, landing pages, email delivery and open graph research. Every component of growth hacking is steeped in virality so it gets results fast and effectively. All of the learning accrued during the growth hacking phase eventually will go on to feed the more traditional marketing approach that ensues.`,seoTitle:"Why you should consider growth hacking | Hunter & Bard"},{id:"432",title:"SEO Is No Longer Enough: The B2B Leader's Guide to AEO",slug:"seo-is-no-longer-enough-b2b-guide-to-aeo",category:"Frameworks",seoTitle:"B2B Answer Engine Optimization (AEO) Guide",seoDescription:"How B2B enterprise teams get cited by ChatGPT, Perplexity, and Google AI Overviews. A 5-part framework for making your content the source AI trusts.",image:aP,imageAlt:"SEO vs AEO comparison diagram for B2B enterprise marketing strategy",excerpt:"Your buyers aren't scrolling through ten blue links anymore. They're asking AI for direct answers. If your content isn't structured to be cited by machines, you're invisible in the new search landscape.",readTime:8,tldr:"Traditional SEO gets you ranked in a list. AEO (Answer Engine Optimization) gets you cited inside AI-generated answers. B2B companies need both, but many are only doing the first. This guide breaks down the difference and gives you a practical framework for making your content AI-citable.",content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li><strong>AEO (Answer Engine Optimization)</strong> is the practice of structuring content so AI search engines cite you as a source in generated answers.</li><li><strong>GEO (Generative Engine Optimization)</strong> is the academic term for the same discipline, focused specifically on how generative models select sources.</li><li>Traditional SEO still matters for indexing, but <strong>AI-generated answers now sit above organic results</strong> in most search engines.</li><li>B2B enterprise buyers increasingly use AI tools (ChatGPT, Perplexity, Google AI Overviews) for vendor research, making AEO a revenue-critical capability.</li><li>The shift requires <strong>structural changes to how you write</strong>, not just what you write about.</li></ul></div>
1157<p>Here is the uncomfortable truth for most B2B marketing teams: your SEO strategy is optimizing for a format that is disappearing.</p>
1158<p>Traditional SEO optimizes for one outcome, ranking as a blue link on a search results page. The assumption is that a human will scan those results, click one, and read your page. That model worked for twenty years. It is breaking now.</p>
1159<p>In 2026, the dominant search experience looks different. A buyer types a question into ChatGPT, Perplexity, or Google, and gets a synthesized answer <em>before</em> any links appear. That answer cites sources. If your content is not one of those sources, you are functionally invisible to that buyer.</p>
1160<p>This is the shift from SEO to <strong>AEO, Answer Engine Optimization</strong>.</p>
1161<h2>What Is AEO (and How Is It Different from GEO)?</h2>
1162<p>You will see two terms used in this space, and they mean slightly different things:</p>
1163<p><strong>AEO (Answer Engine Optimization)</strong> is the broad industry term. It covers the full practice of optimizing content to be cited by AI-powered search tools, including ChatGPT, Perplexity, Google AI Overviews, and Copilot. The goal is to become a <em>source</em> that the AI trusts enough to reference.</p>
1164<p><strong>GEO (Generative Engine Optimization)</strong> is the more academic label, originating from research into how large language models select and rank source material during text generation. It focuses specifically on the mechanics of citation within generative outputs.</p>
1165<p>In practice, they are converging. AEO is winning as the go-to label in the industry, and it is the term we will use throughout this guide. But if you see GEO referenced elsewhere, know that it describes the same fundamental discipline.</p>
1166<h2>Why B2B Enterprise Marketers Should Care Right Now</h2>
1167<p>This is not a consumer search problem that will eventually trickle into enterprise. B2B buyers are <em>ahead</em> of the curve on AI search adoption. Here is why:</p>
1168<ul>
1169<li><strong>Complex purchase decisions</strong> drive buyers to AI tools that can synthesize multiple sources into a comparative answer ("Compare the top 5 enterprise ABM platforms for mid-market SaaS").</li>
1170<li><strong>Research-heavy buying cycles</strong> mean your prospects are asking dozens of questions before they ever talk to sales. If AI answers those questions without mentioning your brand, your pipeline suffers.</li>
1171<li><strong>Committee-based purchasing</strong> means multiple stakeholders are independently researching. The VP of Marketing, the CFO, and the CTO are all asking different questions to different AI tools. You need to surface across all of them.</li>
1172</ul>
1173<p>The companies that treat AEO as a channel, not a buzzword, will own the information layer that sits between buyer intent and vendor selection.</p>
1174<h2>Traditional SEO vs. AEO: A Side-by-Side</h2>
1175<p>This is not about abandoning SEO. It is about understanding what each discipline actually optimizes for:</p>
1176<table><thead><tr><th>

1176</th><th><strong>Traditional SEO</strong></th><th><strong>AEO</strong></th></tr></thead><tbody><tr><td><strong>Optimizes for</strong></td><td>Ranking position on a results page</td><td>Being cited as a source in an AI-generated answer</td></tr><tr><td><strong>User behavior</strong></td><td>Scan, click, read</td><td>Ask, receive synthesized answer</td></tr><tr><td><strong>Content goal</strong></td><td>Drive clicks to your page</td><td>Be the information the AI trusts enough to reference</td></tr><tr><td><strong>Key signal</strong></td><td>Backlinks, keywords, page authority</td><td>Structured clarity, topical authority, factual density</td></tr><tr><td><strong>Measurement</strong></td><td>Organic traffic, keyword rankings</td><td>Citation frequency, brand mentions in AI outputs</td></tr></tbody></table>
1177<p>The critical insight: <strong>SEO gets you indexed. AEO gets you cited.</strong> You need both, but most B2B teams are only doing the first.</p>
1178<h2>The AEO Framework for B2B Content</h2>
1179<p>Here is a practical framework for making your content AI-citable. We use five principles, organized around what AI models actually look for when selecting sources.</p>
1180<h3>1. Lead With Direct Answers</h3>
1181<p>AI engines prioritize content that answers a question in the first 100 words. This is the single highest-impact change you can make. Before any narrative setup, before any anecdote, state your answer clearly and factually.</p>
1182<p><strong>Bad:</strong> "In today's rapidly evolving digital landscape, companies are increasingly finding that..."</p>
1183<p><strong>Good:</strong> "Marketing debt is the accumulated cost of deferred branding, inconsistent messaging, and neglected lead generation infrastructure. It compounds over time and typically requires 1 to 2 years of systematic investment to resolve."</p>
1184<p>The good version is a citable fact. The bad version is filler that AI will skip.</p>
1185<h3>2. Use Structural Hierarchy Religiously</h3>
1186<p>One H1 per page. H2s for major sections. H3s for subsections. AI models parse heading structure to understand content architecture. If your headings are decorative rather than descriptive, the model cannot extract your key claims.</p>
1187<p>Think of your heading structure as an API for your content. Each heading should be a standalone query that the section beneath it answers.</p>
1188<h3>3. Build Topical Authority Through Content Clusters</h3>
1189<p>AI models trust sites that demonstrate deep, interconnected expertise on a topic. A single blog post on "ABM strategy" does not establish authority. Ten interlinked posts covering ABM from strategy to execution to measurement does.</p>
1190<p>Map your content to clusters around your core intellectual property. Each cluster should have a pillar page and supporting articles that reference each other with internal links. This mirrors how AI models build entity relationships, and it makes your entire domain more citable.</p>
1191<h3>4. Prioritize Factual Density Over Narrative</h3>
1192<p>AI models extract facts, statistics, frameworks, and definitions. They skip introductions, transitions, and narrative filler. This does not mean your writing should be dry, but it means every paragraph should contain at least one citable claim.</p>
1193<p>Tactics that increase factual density:</p>
1194<ul>
1195<li>Include specific numbers and timeframes ("60% of B2B buying decisions happen before first contact")</li>
1196<li>Name frameworks and methodologies explicitly</li>
1197<li>Use structured formats: tables, numbered lists, definition blocks</li>
1198<li>Attribute claims to named sources with links</li>
1199</ul>
1200<h3>5. Earn Cross-Domain Citations</h3>
1201<p>AI models use a version of authority signals similar to backlinks, but broader. They look for how often your brand, frameworks, or data are referenced by other trusted sources. Guest articles, podcast appearances, conference talks, and co-authored research all feed this signal.</p>
1202<p>The most powerful AEO asset is original research or a proprietary framework that other people cite. If you have developed an original methodology, make it easy to reference: give it a clear name, define it concisely, and make the definition page easy to find.</p>
1203<h2>What This Means for Your Existing Content</h2>
1204<p>Most B2B companies have years of blog content that was written for traditional SEO. That content is not useless, but it probably needs structural retrofitting to become AI-citable:</p>
1205<ul>
1206<li><strong>Add Key Takeaways blocks</strong> at the top of long-form posts (these are high-extraction targets for AI)</li>
1207<li><strong>Rewrite introductions</strong> to lead with direct answers rather than narrative buildup</li>
1208<li><strong>Add structured data</strong> (JSON-LD BlogPosting schema, FAQ schema where appropriate)</li>
1209<li><strong>Interlink aggressively</strong>

1209 within your content clusters</li>
1210<li><strong>Update outdated statistics</strong> with current, sourced numbers</li>
1211</ul>
1212<p>This is not a one-time project. It is a content operations discipline that should be built into your editorial workflow.</p>
1213<div class="blog-expert-verdict"><h3>Strategic Insight: Hunter & Bard</h3><p>In our work with B2B enterprise companies, we see AEO as the next layer of marketing debt. Teams that ignore it will find themselves invisible in the exact channels their buyers are shifting to. The good news: most of the work is structural, not creative. If your content already has substance, the retrofit is about formatting and architecture, not starting from scratch. The companies winning at AEO are the ones treating their content library as a knowledge base, not a blog.</p></div>
1214<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Recommended Next Step</p><h3>Enterprise Strategy Session</h3><p>Not sure where your content stands in the new AI search landscape? Our Enterprise Strategy engagement includes a full content audit and AEO readiness assessment for B2B companies ready to get ahead of the shift.</p><a href="/services/enterprise-strategy" class="blog-inline-cta-link">Learn about Enterprise Strategy →</a></div>`},{id:"435",image:AP,imageAlt:"Cinematic still of a darkened conference room at night with a single illuminated laptop screen, illustrating the shift in B2B social media from self-promotion to AI-mediated trust",editorialGrade:!0,title:"B2B Social Media Strategy: Stop Talking About Yourself",slug:"why-you-should-be-using-a-social-media-marketing-service",category:"Enterprise Marketing",seoTitle:"B2B Social Media Strategy for Enterprise | Hunter & Bard",seoDescription:"Social media rewards a distinct point of view. The B2B playbook: hybrid journalist roles, employee advocacy, and AI for research and drafting.",excerpt:"A few years ago one of the companies I was mentoring wanted to build their name through free marketing on social media. The first thing these companies do when they start taking social media seriously is talk about themselves. Unless you are the hottest ticket in town, it does not work.",readTime:7,author:"Shira Abel",datePublished:"2026-05-18",dateModified:"2026-05-18",tldr:"Social media rewards having a distinct point of view. The B2B teams winning on social treat the social media manager as a type of hybrid journalist/marketing role, build an employee advocacy structure, use AI for research (not the final draft), put budget toward the analysts and independent experts their buyers already trust, and make sure LLMs can actually find them. The posting cadence is the easy part. Knowing what to say is the hard part.",content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li><strong>Social media rewards having a distinct point of view.</strong> Content that feels personal enough that buyers start to trust you the way they trust someone they know wins over self-promotion.</li><li><strong>Hire a social media manager who acts as a hybrid journalist/marketer.</strong> Their most valuable skill is extraction from your engineers, product leads, and executives.</li><li><strong>Build an employee advocacy structure.</strong> Forrester estimates that by the end of 2026, employees outside centralized content teams will create two-thirds of all B2B content.</li><li><strong>Use AI for research, not for the final draft.</strong> The last hardcore edit has to come from a human who knows your market.</li><li><strong>Put budget toward the people your buyers already trust:</strong> analysts and independent experts. 75% of enterprise B2B companies plan to increase budgets for influencer relations this year.</li><li><strong>Make sure the machines can find you.</strong> Kantar found 74% of AI assistant users actively seek AI-driven brand recommendations. If the model does not know you, it will not choose you.</li></ul></div>
1215<p>A few years ago one of the companies I was mentoring wanted to build their name through &ldquo;free marketing&rdquo; on social media. First off, your time is not free, so social media is not free. It simply doesn&rsquo;t cost like an advertisement does. It&rsquo;s also going to be organic growth, so it will not immediately have the same punch as an advertisement.</p>
1216<p>

1216The other issue is the content when a startup founder decides the team needs to do social media. Typically it&rsquo;s LinkedIn, and often, if there is no marketer with an expertise in social on the team, it&rsquo;s done badly.</p>
1217<p>The first thing these companies do when they start taking social media seriously is talk about themselves. Product launches. Funding announcements. Hiring updates. It makes sense: they know their own company, so that is what they post about.</p>
1218<p>Unless you&rsquo;re the hottest ticket in town, it does not work.</p>
1219<p>Social media rewards having a distinct point of view. What it rewards is the thing that makes people stop scrolling and feel like someone is actually talking to them. Psychologists call this a parasocial relationship: the audience knows they have never met you, they know there is a team behind the account, but the content feels personal enough that they start to <a href="/resources/blog/your-buyer-researched-you-before-the-call" class="text-[#316263] font-bold underline">trust you the way they trust someone they know</a>. Mel Robbins built an empire on this. So did every B2B company whose social presence actually drives pipeline instead of collecting polite likes from employees&rsquo; friends and family.</p>
1220<p>If you are getting started or trying to fix what is not working, the rest of this piece is the playbook.</p>
1221<h2>Hire a social media manager who can interview, not just post</h2>
1222<p>Most companies treat social media as a distribution channel: make content somewhere else, hand it to the social person, have them schedule it. That is backward.</p>
1223<p>A good social media manager&rsquo;s most valuable skill is extraction, effectively acting as a hybrid journalist/marketing role. They sit with your principal engineer, your product lead, your CTO, and pull out the insight that person would never think to publish. Then they translate it into something that fits the channel. The subject matter expert never has to think about hooks, formats, or posting schedules. They just have to know things, which they already do.</p>
1224<p>This is creative, high-judgment work, and it is chronically undervalued. Companies that treat it like a junior tactical role get junior tactical results.</p>
1225<h2>Build an employee advocacy structure</h2>
1226<p>This connects directly to the point above, but goes beyond the social media manager. Forrester&rsquo;s 2026 B2B predictions estimate that by year&rsquo;s end, employees outside centralized content teams will create two-thirds of all B2B content. It is happening whether you plan for it or not.</p>
1227<p>The companies doing it well give their engineers, product leads, and executives three things: a short set of <a href="/resources/blog/what-messaging-and-positioning-can-and-cannot-do" class="text-[#316263] font-bold underline">messaging themes</a>, basic brand guardrails, and lightweight compliance training if their industry requires it. Then they get out of the way. Your principal engineer explaining why she chose one architecture over another will outperform a branded carousel about innovation with your target market.</p>
1228<p>The practical steps:</p>
1229<ul>
1230<li>Identify 5 to 10 internal experts whose work intersects with what your buyers care about.</li>
1231<li>Give them 3 to 5 approved messaging themes (not scripts, themes).</li>
1232<li>Provide a one-page brand voice guide so their posts feel like the same company without sounding like the same person.</li>
1233<li>Have your social media manager offer to ghost-draft or co-write for anyone willing but time-strapped.</li>
1234<li>Track what resonates and feed that back to the group monthly (side note: making the monthly report colorful and interesting will make people more likely to read it.)</li>
1235</ul>
1236<h2>Use AI for research, not for writing the final draft</h2>
1237<p>Marketing teams adopted generative AI earlier and more aggressively than most functions. The output shows it. How many feeds on LinkedIn are full of content that sounds like it was produced by the same tool?</p>
1238<p>AI helps with initial research, competitive scans, structural outlines, repurposing long-form content into shorter formats, and data synthesis.</p>
1239<p>Don&rsquo;t use AI to write the final published version of anything. The last hardcore edit has to come from a human who knows your market, your buyers, and what makes your company&rsquo;s perspective different from your competitors. If that person cannot take an AI draft and make it sound like something only your company would say, the problem is not the tool.</p>
1240<h2>Put budget toward the people your buyers already trust</h2>
1241<p>Forrester&rsquo;s same 2026 report found that 75% of enterprise B2B companies plan to increase budgets for influencer relations this year. In B2B, that means industry anal

1241ysts, independent subject-matter experts, and the niche voices your buyers already follow for credible commentary.</p>
1242<p>AI-generated content has flooded the internet to the point where buyers have a confidence problem. When trust wanes people default to the voices they already know. Analyst reports and expert posts carry more weight than your brand content because they are independently credible.</p>
1243<p>Where to put the money:</p>
1244<ul>
1245<li>Co-create content with 2 to 3 analysts who cover your space. Joint reports, LinkedIn Live panels, or a short video series where they interview your technical leads.</li>
1246<li>Build ongoing relationships with 10 to 15 independent experts your buyers follow. Guest posts, podcast appearances, collaborative research.</li>
1247<li>Move budget from low-converting programmatic display toward these relationships. They take months to build, which is exactly why they work: your competitors are not doing it because it is slow.</li>
1248</ul>
1249<p>One thing to know, analysts and independent experts will not attach their name to vague messaging. If you cannot clearly explain your <a href="/resources/blog/positioning-messaging-storytelling" class="text-[#316263] font-bold underline">category, your differentiation, and your point of view</a> in a conversation, they will pass. Get that clarity before you pitch the partnership.</p>
1250<h2>Make sure the machines can find you</h2>
1251<p>Kantar&rsquo;s 2026 Marketing Trends report found that 74% of AI assistant users actively seek AI-driven brand recommendations. Purchase decisions are increasingly mediated by <a href="/resources/blog/seo-is-no-longer-enough-b2b-guide-to-aeo" class="text-[#316263] font-bold underline">LLMs and AI agents that recommend based on what they have ingested from public content</a>. Kantar&rsquo;s line is direct. If the model does not know you, it will not choose you.</p>
1252<p>What to do:</p>
1253<ul>
1254<li>Audit your website, case studies, social posts, and long-form content for terminological consistency. Your product names, category language, and value proposition should use the same phrasing everywhere. No clever synonyms. Lose all &ldquo;special names.&rdquo;</li>
1255<li>Structure content so it is machine-legible: clear headings, specific claims, named products and categories. An LLM cannot parse a vague tagline into a recommendation.</li>
1256<li>Check what happens when you ask ChatGPT, Perplexity, or Gemini about your category while logged out in an incognito browser. If your company does not appear, or appears with inaccurate information, your public content is not doing its job.</li>
1257<li>Publish consistently in the formats LLMs ingest most reliably: long-form articles, case studies with specific outcomes, FAQ-style content that directly answers the questions your buyers ask.</li>
1258<li>Add structured data (JSON-LD BlogPosting schema, FAQ schema where appropriate)</li>
1259<li>Interlink aggressively within your content clusters</li>
1260<li>Update outdated statistics with current, sourced numbers</li>
1261</ul>
1262<h2>The hard part is not the posting</h2>
1263<p>Every tactic in this piece requires the same upstream work. You have to know what you are talking about and be willing to say it specifically. Your social media manager needs to know what story to extract. Your employee advocates need messaging themes clear enough to riff on. Your analyst partners need a point of view sharp enough to co-sign. And the AI models indexing your content need consistent, specific language to build a picture of who you are.</p>
1264<p>The posting cadence is the easy part. Knowing what to say is the hard part. Start there.</p>
1265<div class="blog-expert-verdict"><h3>Strategic Insight: Hunter &amp; Bard</h3><p>Hunter &amp; Bard builds brand positioning, messaging architecture, and materials for deep tech, telecom, energy, and hardware companies. We are not a social media agency. But when we engage in a strategic partnership, we review your social ecosystem to make sure your channels reflect the positioning we built together. <a href="/contact" class="text-[#316263] font-bold underline">Get in touch.</a></p></div>`,faqSchema:[{question:"Why does a distinct point of view matter on social media?",answer:"Social media rewards having a distinct point of view. It rewards content that makes people stop scrolling and feel like someone is actually talking to them. Psychologists call this a parasocial relationship: the audience knows they have never met you, but the content feels personal enough that they start to trust you the way they trust someone they know. Unless you are the hottest ticket in town, posting product launches, funding announcements, and hiring updates will not work."},{question:"What should a B2B social media manager actually do?",answer:"A good social media manager's most valuable skill is extraction, effectively acting as a hybrid journalist/marketing role. They sit with your principal engineer, your product lead, and your CTO, pull out the insight that person would never think to publish, and translate it into something that fits the channel. The subject matter expert never has to think about hooks, formats, or posting schedules. This is creative, high-judgment work that is chronically undervalued."},{question:"Should we use AI to write our social posts?",answer:"Use AI for initial research, competitive scans, structural outlines, repurposing long-form content into shorter formats, and data synthesis. Do not use AI to write the final published version. The last hardcore edit has to come from a human who knows your market, your buyers, and what makes your company's perspective different from your competitors."},{question:"How should B2B companies budget for influencer relations?",answer:"Forrester's 2026 report found that 75% of enterprise B2B companies plan to increase budgets for influencer relations this year. In B2B that means industry anal

1265ysts, independent subject-matter experts, and the niche voices your buyers already follow. Co-create content with 2 to 3 analysts who cover your space, build ongoing relationships with 10 to 15 independent experts, and move budget from low-converting programmatic display toward these relationships."},{question:"What is AEO and why does it matter for social media?",answer:"AEO (Answer Engine Optimization) is making sure LLMs and AI assistants can find, parse, and recommend you. Kantar found that 74% of AI assistant users actively seek AI-driven brand recommendations. If the model does not know you, it will not choose you. Audit your website, case studies, and social posts for terminological consistency, structure content so it is machine-legible, and check what ChatGPT, Perplexity, and Gemini say about your category in an incognito browser."}]},{id:"442",title:"Why is direct marketing so important?",slug:"why-is-direct-marketing-so-important",category:"Enterprise Strategy",seoDescription:"Direct marketing remains the most measurable B2B channel. Learn why targeted outreach beats brand awareness for enterprise pipeline generation.",excerpt:"There’s an old marketing adage that dates back too many years to consider which states that people only notice something after they’ve seen it three times. Of...",readTime:4,tldr:"",content:`<p>There’s an old marketing adage that dates back too many years to consider which states that people only notice something after they’ve seen it three times. Of course, back then people only saw ads on TV, in magazines, and on billboards and they hadn’t yet been trained to studiously ignore all forms of advertising.</p>
1266
1267Nowadays, ads are everywhere and because we’ve become inured to the onslaught, we no longer notice anything unless it strikes a specific chord. Which is where Direct Marketing comes in.
1268
1269Whereas indirect marketing serves to shout a company’s marketing message to the skies and hope it connects with someone at some useful level, <a href="http://www.marketing-schools.org/types-of-marketing/direct-marketing.html">direct marketing</a> aims to directly impact a customer’s buying decision through carefully targeted messaging. Let’s take a look at the different ways that can be beneficial.
1270&nbsp;
1271<h2>Direct benefits of direct marketing</h2>
1272<h4>1. Shape the ideal purchasing experience</h4>
1273A store owner can create a certain feel and experience just by choosing the right décor and layout for their space. A B2B manager doesn’t have that luxury. Customers aren’t coming into a specially designated area to make their purchasing decisions, they have to be converted through a website and marketing materials.
1274
1275By crafting a great direct marketing campaign, B2B owners can shape the ideal purchasing experience that leaves the customer feeling supported and understood and help usher them from discovery all the way through to purchase.
1276<h4>2. Build strong relationships with potential and existing customers</h4>
1277Direct marketing campaigns, such as email drip campaigns, can go a long way towards building and maintaining strong relationships with customers. Since direct marketing campaigns are sent to very carefully selected target audiences, it’s easy to know exactly what tone to use to engage them and drive click-throughs. Every message can build on the previous one, increasing the impact of each while nurturing a personal rapport between the customer and the brand.
1278<h4>3. Better targeting means better engagement</h4>
1279If you send a broad message to a broad audience, you might strike a chord with a handful of people who might be delighted to find out that your company exists. You’ll also be sending out an email or mailing a letter to a whole bunch of people who won’t care in the least and will be quick to discard what you’ve sent.
1280
1281If you take the time to send a target specific message to a specific target, your engagement numbers can only radically increase.
1282
1283Targeting a specific group or population can allow you to
1284<ul>
1285 	<li>Take advantage of the data collected by your SaaS management software to email customers who aren’t using specific services you believe would be benef

1285icial to them.</li>
1286 	<li>Re-engage potential customers who, at some point, fell out of your marketing sales funnel.</li>
1287 	<li>Contact past customers to entice them to renew their subscriptions or come back to you.</li>
1288 	<li>Customize your direct marketing messages to a group’s specific needs.</li>
1289 	<li>Promote products that will specifically meet the target’s wants.</li>
1290</ul>
1291<h4>4. Improve customer loyalty</h4>
1292Remember above where we hinted at the sheer number of messages that consumers are inundated with on a daily basis? That constant stream of new information means that people very easily forget things they haven’t heard about in a while. Strong direct marketing campaigns can keep brands and products front-of-mind for customers, ensuring they not only continue to use your SaaS, but that they’ll remember to recommend your products should someone ask them about a service like yours.
1293<h4>5. Enjoy greater measurability</h4>
1294Let’s be honest, relationships and loyalty are lovely, but nothing beats a good ol’ batch of numbers to get a marketer’s heart pumping. And numbers, or rather, data, is where direct marketing really excels. Whether you’re sending out direct mail post cards, <strong><a href="https://hunterandbard.com/setting-effective-drip-marketing-campaign/">setting up an email drip campaign</a></strong>, or designing online retargeting ads, you can include any number of tracking elements that will give you critical information about how your campaign is progressing and how your consumers are being affected by your messaging.
1295
1296All of that tracking makes direct marketing the ideal way to do small batch testing of campaigns before launching the full version, or to test a new product you’re not sure will be well received.
1297
1298But, most importantly, all of that tracking serves to improve the impact of your next direct marketing effort, and the one after that, and so on, and so forth.
1299<h4>6. Never ending targeting improvement</h4>
1300All marketing efforts, other than to drive sales and conversions, aim, at their core, to improve a customer’s brand experience. In order to deliver the ideal experience, you need to understand the customer’s needs and preferences. What better way to do that than by carefully analyzing the data collected by your direct marketing campaigns?
1301
1302And then, when you’ve analyzed the data and acted on it, you’ll have more data to analyze, which will in turn make your next campaign even better targeted and more effective. Really, the benefits just keep adding up.`,seoTitle:"Why is direct marketing so important? | Hunter & Bard"},{id:"446",title:"WHEN PAIN IS A GOOD THING: WHY UX FRICTION DRIVES ENGAGEMENT",slug:"when-pain-is-a-good-thing",category:["Frameworks","Behavioral Science"],seoTitle:"When Pain Is a Good Thing: UX Friction & Engagement",seoDescription:"Deliberate UX friction can deepen engagement. Using BJ Fogg's behavior model to design the right kind of hard into B2B products.",faqSchema:[{question:"Why would you intentionally add friction to a user experience?",answer:"Friction is useful when the user's motivation is high and the payoff matters to them. A small amount of work primes the user to go deeper into the product, increases their appreciation of what they find, and raises switching costs. The rule: only put friction behind a feature the user actually wants."},{question:"What is BJ Fogg's Behavior Model (B = MAT)?",answer:"BJ Fogg's model states that Behavior happens when Motivation, Ability, and a Trigger converge at the same moment. If motivation is high enough, users will tolerate lower ability (more friction) to complete the behavior. If any of the three is missing, the behavior does not happen."}

1302,{question:"How does Nir Eyal's Hooked Model apply to LinkedIn?",answer:"Hooked describes a loop of Trigger, Action, Variable Reward, and Investment. LinkedIn's Who's Viewed Your Profile feature runs the loop cleanly: an email or notification triggers a return visit, the click is the action, the mix of interesting and anonymous viewers delivers a variable reward, and the time spent looking is the investment. Repeat the loop and the external trigger becomes an internal habit."}],excerpt:"There are times when you want to put your user in pain. Yes, pain. Most user experience people talk about the importance of making things simple.",readTime:4,image:SP,heroGrade:"wasabi",imageAlt:"Black-and-white close-up photograph of a heavy iron padlock on a weathered wooden door, a quiet visual metaphor for friction designed into a user experience",tldr:"",content:`<p>There are times when you want to put your user in pain. Yes, pain. Most user experience people talk about the importance of making things simple. Even I talk about how <strong><a href="http://www.slideshare.net/shiraabel/500-startups-behavioral-engineering-2015" target="_blank" rel="noopener noreferrer">we're all trained monkeys</a> </strong>and we don’t want to be making decisions. Don’t make me think. Don’t put me in any pain. Yet greater pain leads to greater appreciation, and the feeling of accomplishment. It all depends on the motivation of the user and your end goal.</p>
1303
1304<p><em>This piece was originally written about LinkedIn's UX in 2017. The product has changed since, but the underlying behavioral principle still holds, and the example is the clearest way to show it.</em></p>
1305
1306My friend Itamar and I were talking about LinkedIn, making things simple, and user experience. Specifically, we were discussing Who’s Viewed Your Profile. Itamar couldn’t understand why LinkedIn would make you work and do an extra click to be able to view this. Why wasn’t it on the homepage?
1307
1308I don’t work at LinkedIn and I haven’t asked this to anyone I know who works at or worked at LinkedIn - but I have a good idea why LinkedIn doesn’t have the Who’s Viewed Your Profile list on the homepage. They want you to experience a bit of pain to see it. It primes you to go deeper into the site.
1309
1310Let’s think about <strong><a href="http://tinyhabits.com/" target="_blank" rel="noopener noreferrer">BJ Fogg’s Tiny Habits</a></strong>:
1311B= MAT or Behavior = Motivation Ability Trigger
1312
1313<figure><img src="`+kP+`" alt="Diagram of BJ Fogg's Tiny Habits behavior model: B = MAT, where Behavior equals Motivation, Ability, and Trigger" width="1600" height="900" loading="lazy" /></figure>
1314
1315The behavior is you going to see who’s viewed your profile. Your motivation is high. I look almost daily so I can see if there are potential leads there or anyone interesting that I should know is checking up on my profile. It’s a mixture of need for work and vanity, which means that the pain to play can be higher (i.e. a click in instead of on the homepage). My ability is still there - I can click from the homepage. My trigger is going to LinkedIn.
1316
1317We can also look at it from <strong><a href="https://www.nirandfar.com/how-to-manufacture-desire/" target="_blank" rel="noopener noreferrer">Nir Eyal’s Hooked Model</a></strong>:
1318
1319<figure><img src="`+xP+`" alt="Diagram of Nir Eyal's Hooked Model showing the four-stage habit loop: Trigger, Action, Variable Reward, and Investment" width="1600" height="900" loading="lazy" /></figure>
1320
1321It started with an External Trigger - I can’t remember if it was the Who’s Viewed Your Profile link on the homepage or an email with that information. Most likely it was the email which led me back to the site. Originally this link was on the right side, below something - but its since moved to be top and center of the page.
1322
1323The Action was me clicking through to see who’s viewed my profile. The Variable Reward? Some people were really cool and some were important. But not all were, and as such the reward was variable. My body rewarded me with a dopamine rush whenever I saw someone who impressed me viewed my profile. Some of the viewers were anonymous, which always sucks. The Investment is my time looking. Eventually I would keep going back until the external trigger became an internal one, where I check it daily when I take a writing break.
1324<h2>Why create the pain? A few reasons:</h2>
1325<ol>
1326 	<li>Because by clicking through you are now primed. Priming is “Priming is an implicit memory effect in which exposure to one stimulus influences a response to another stimulus.” (<a href="https://en.wikipedia.org/wiki/Priming_(psychology)" target="_blank" rel="noopener noreferrer">Wikipedia</a>). Which basically means once you’ve clicked on a link to go deeper inside the site you are more likely to dive deep and click on more links inside said site. More pages viewed means more ads viewed and more money for LinkedIn.</li>
1327 	<li>Working harder for something means we appreciate it more. Ever hear the phrase, “Why buy the cow when you get the milk for free?” This is the internet business version of that. By working harder to see the stuff you’re interested in you actually end up liking the site more and taking it more seriously.</li>
1328 	<li>It increases your commitment to the product. The fact that you are willing to work for something inside a product gives your subconscious a signal that this product is importance and by working inside it your commitment is now higher - that raises Customer Lifetime Value and raises switching costs.</li>
1329</ol>
1330The important thing is to make sure whatever feature you're putting a level of pain behind is something that the user actually wants. Don't worry, their actions will make it clear on whether they find it important or not, watch your analytics.`},{id:"460",title:"A tale of two companies - or - why you need to build a brand",slug:"a-tale-of-two-companies-or-why-you-need-to-build-a-brand",category:"Enterprise Marketing",seoDescription:"Two companies, same product, different outcomes. Learn why B2B brand building is the differentiator that separates market leaders from commodities.",excerpt:`I had a meeting with a company the other day and I had a discu

1330ssion with them that I've had a hundred times before. "I don't understand the point of making a...`,readTime:3,tldr:"",content:`I had a meeting with a company the other day and I had a discussion with them that I've had a hundred times before.
1331
1332"I don't understand the point of making a new website when it's such a big project by the time we're done it's already out of style. And I also don't see why we should be doing content, since you have to keep it up." In fact, this company couldn't see the point in marketing at all, really. But they were well invested in sales. That they felt was a wise budget allocation. So the website looked old and outdated. And the blog was sporadic. And the marketing was weak. The <a href="/resources/blog/positioning-messaging-storytelling" class="text-[#316263] font-bold underline">brand</a> value was Nil.
1333
1334"Okay," I responded. "Who is your biggest competitor?"
1335
1336We looked at their site. It was relatively well designed and new, it had content and a community that was fresh and constantly updated. It also had the largest portion of market in the industry.
1337
1338"How much more revenue does this company have?" I asked.
1339
1340"Much more than ours," he answered, "They own the market."
1341
1342"How much more are they spending on marketing?" I asked.
1343
1344"Much more than we are," he answered.
1345
1346"Do you think their delta of spending versus revenue is more than your profit margin?" I asked.
1347
1348"Yes," he answered.
1349
1350"That's why you need to invest in marketing," I replied.
1351
1352According to <a href="http://sethgodin.strikingly.com/"><strong>Seth Godin</strong></a> there are two types of marketing - direct and brand. Direct are the ads that will bring immediate results and are easy to measure. But what they won't do is build your brand. They don't build trust. Brand marketing is harder to measure. It's how people feel about your company. It's the community you build, the blog posts that are giving helpful information, the consistent and strong look and feel of all your materials. If you want to lead your industry you need both.
1353
1354Your product could be significantly better, but just like Betamax to VHS - the one with the best Brand wins.
1355
1356How do you build a brand?
1357<h2>What's inside matters</h2>
1358Building a brand means living the company ethos. What you believe in is what you do. If the goal of your company is to give loans to a niche market that is normally ignored due to their lower economic status - your content and company actions should be helping that community. Corporate Social Responsibility actions backs up that you mean what you say, and can bring wonderful PR (as every company action must have a fiscal benefit due to the managements fiduciary duties).
1359<h2>What's outside matters</h2>
1360Your brand must have a consistent look and feel. All of your materials online and off should be up to date, and if community is part of your company ethos - it should be on your site and active - you should be blogging, and depending on what type of business you have - have a forum. In the case of the 2 companies mentioned in the beginning, the leading company had both an active blog and a community run but company managed forum. Think about it like this, if you are choosing between 2 brands - similar in cost and reputation - which will you go with? The one that gives no information on their site and their site looks like it was done in 2003, or the one that has a well maintained active community and an informative, well designed website? I'm going to trust the maintained brand more, because keeping up a brand sends a signal that this company cares.`,seoTitle:"A Tale of Two Companies: Why You Need a Brand"},{id:"465",title:"Bad things happen when you ignore marketing debt",slug:"bad-things-happen-when-you-ignore-marketing-debt",seoTitle:"Marketing Debt: Why Ignoring It Stalls Growth",seoDescription:"Ignoring marketing debt leads to stalled growth and sales plateaus. Learn how to spot it and fix your B2B enterprise strategy before it compounds.",category:"Enterprise Marketing",author:"Shira Abel",excerpt:"The Sales Team alone cannot and will not get you to scale. And to be quite frank, it's unfair to expect them to. They might get you to a nice size business....",readTime:3,tldr:"Ignoring marketing debt doesn&#8217;t make it disappear &#8212; it compounds. This post breaks down the real business consequences and how to start addressing them before they stall your growth.",image:lP,imageAlt:"Consequences of ignoring marketing debt in B2B enterprise strategy",content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li><strong>Marketing debt</strong> is the cumulative cost of skipping foundational brand and lead-gen work in favor of short-term sales tactics.</li><li>Sales alone cannot scale a business &#8212; marketing builds the fuel pipeline.</li><li>Ignoring marketing debt causes top talent to leave and sales to plateau.</li><li>The fix: invest in funnel building, messaging, and brand awareness infrastru

1360cture.</li></ul></div>
1361
1362<p>The Sales Team alone cannot and will not get you to scale. And to be quite frank, it&#8217;s unfair to expect them to. Marketing debt &#8212; the cumulative cost of skipping foundational brand and lead-gen work in favor of short-term sales tactics &#8212; catches up with every company eventually. They might get you to a nice size business. They might even help you to profitability &#8212; but if you&#8217;re looking to be a behemoth in your industry, they will not get you there alone. For that, you need Marketing and Sales to work together. You also need an absolutely fantastic product, but that should go without saying.</p>
1363
1364<div class="blog-expert-verdict"><h3>Strategic Insight: Hunter &amp; Bard</h3><p>Companies that defer marketing investment don&#8217;t just lose momentum &#8212; they create <a href="/resources/blog/the-18-month-tax" class="text-[#316263] font-bold underline">compounding</a> debt that takes 2&#8211;3x longer to recover from. The earlier you address it, the faster your enterprise engine scales.</p></div>
1365
1366<p>Marketing is the oil tanker that drills the fuel that Sales runs on (I watched The Grand Tour tonight, so excuse my car references). And Sales is not a Tesla. If there is no petrol, you&#8217;re not moving.</p>
1367
1368<p>I&#8217;m writing this post after a discussion with my good friend Annika Ljas, because well, it&#8217;s an issue, and we haven&#8217;t seen anything written about it.</p>
1369
1370<p>Let&#8217;s say you have that amazing product. And you have a great sales team who is kicking ass and taking names. Why do you need marketing? You&#8217;re making money.</p>
1371
1372<p>If you don&#8217;t want to grow to scale, you may not need marketing. You&#8217;ll grow to the size you grow and that will be what it is and there you go. Or you could be Atlassian and have zero sales people and grow to be incredibly massive, but that&#8217;s off topic (they do have marketers BTW). But, I digress.</p>
1373
1374<p>What happens when you don&#8217;t invest in marketing is the <strong><a href="/resources/blog/marketing-debt-what-is-it-and-why-do-you-care">accumulation of Marketing Debt</a></strong>. If you don&#8217;t know what that is, click on that link because I wrote an entire post about it.</p>
1375
1376<p>Ignoring marketing debt is dangerous. First, your top salespeople don&#8217;t perform as well as they used to. They&#8217;ve mined their contact list, and have probably reached out to everyone they could think of that could be interested in your product. Maybe they have hunted all of the big game worthy of them to hunt. Maybe they are <a href="/engagements">missing the right materials</a>. Maybe the leads aren&#8217;t dropping on their lap the way they did in the beginning.</p>
1377
1378<p>But you&#8217;re still growing, so you hire more salespeople. Only most of them don&#8217;t make their goals. And some of the original team doesn&#8217;t make their goals either. If this continues for too long, your best salespeople will leave. Talented people have options, and they use those options when they are unhappy. In other words, your top people leave. And sales start to plateau. They might even drop. Why does this happen? Is it the goals? Or is it the lack of leads?</p>
1379
1380<p>Where are the leads coming from?</p>
1381
1382<p>If you only have one form of lead engagement (and it&#8217;s not inbound that accumulates over time and only becomes more powerful &#8212; and typically it&#8217;s not inbound because that takes time to start seeing results and companies that have sales teams running at full throttle and don&#8217;t invest in marketing don&#8217;t have that kind of patience) then you need to keep doing whatever you&#8217;re doing to build up those leads. Yes I realize that&#8217;s a seriously long run-on sentence and a double negative. I&#8217;m being creative.</p>
1383
1384<p>You need to <strong><a href="/services/enterprise-strategy">build your funnel</a>.</strong> Marketing does that. Marketing isn&#8217;t just your message (which <a href="/services/brand-messaging">needs to be on point</a>) or your look and feel (which should be glorious) it&#8217;s also building awareness for your top of the funnel lead generation. It&#8217;s also lead nurturing. It&#8217;s holding the hand of your prospect till they are ready to buy. Then sales takes over (or not, in the case of Atlassian).</p>
1385
1386<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Recommended Next Step</p><h3>Fix Your Enterprise Strategy</h3><p>Stop ignoring marketing debt. Our Enterprise Strategy engagement helps B2B companies build scalable lead generation and market positioning.</p><a href="/services/enterprise-strategy" class="blog-inline-cta-link">Explore Enterprise Strategy &#8594;</a></div>
1387
1388<p>If you don&#8217;t invest in marketing &#8212;

1388 how are people going to know you exist? Sales cold calling isn&#8217;t enough to get to the big numbers for the long term.</p>
1389
1390<p>Fortunately, there&#8217;s an answer. It&#8217;s called Marketing. Some people call it Lead Generation, others call it Growth Hacking or Growth Marketing. At the end of the day these are all just Marketing with new names.</p>`},{id:"468",title:"Behavior engineering canvas and framework",slug:"behavior-engineering-canvas-and-framework",category:["Frameworks","Behavioral Science"],image:pP,excerpt:"This is a framework for companies to use in order to brainstorm on users behavior. The behavior they have, the behavior we want them to have - and why they...",readTime:8,tldr:"",seoTitle:"The Behavior Engineering Canvas for B2B Buyers",seoDescription:"The Behavior Engineering Canvas aligns your team on customer motivation, incentives, and behavior. A working framework for B2B enterprise strategy.",imageAlt:"The Behavior Engineering Canvas framework for mapping B2B customer behavior",author:"Shira Abel",content:`<div class="blog-key-takeaways"><h2>Key Takeaways</h2><ul><li>The <strong>Behavior Engineering Canvas (BEC)</strong> aligns Marketing, Sales, and Product teams on customer motivation.</li><li>Identify the gap between current behavior and the behavior you want users to adopt.</li><li>Use psychological triggers like <strong>Reciprocity, Anchoring, and Priming</strong> to guide decision-making.</li><li>Focus on a &#8220;Small Ask&#8221; (Foot in the Door) to reduce friction in the B2B sales cycle.</li></ul></div>
1391
1392<p>This is a framework for companies to use in order to brainstorm on users behavior. The behavior they have, the behavior we want them to have - and why they would do what we want them to (in other words - what's the benefit to the customer?) This is a customer first, and customer focused framework. The open row of tools on the bottom are for Heuristics that could be used to trigger a behavior.</p>
1393
1394<h2>Behavior engineering canvas framework</h2>
1395You’re launching a startup or you’ve just taken over a Marketing / Biz Dev / Sales department in an enterprise, and you need to define your potential customers. You assume everyone shares your opinion on <strong><a href="/services/brand-messaging">who the target market is</a></strong> and how they think and behave - but do they? Usually an organization will have as many opinions as people in it (and occasionally it will have even more opinions than people, for those who simply can’t decide). If this sounds like your organization, the <strong><a href="https://hunterandbard.com/ten-things-youll-learn-behavior-engineering-canvas/">Behavior Engineering Canvas</a> </strong>is for you.
1396
1397I created the Behavior Engineering Canvas (BEC) as a framework to bring together all of the different disciplines inside of an organization and summarize their target customer’s behavior and motivation on one page. By using the BEC, you can determine who your customer is, how to separate proof from assumptions, how they behave and how motivated are they to do the tasks you want them to do. Mapping out your customer’s incentives, motivations and behaviors results in deeper insight into what features to implement in a product, how to design incentives and how to frame your messaging. This insight even affects <a href="/engagements">pricing decisions</a>. Every department of your business should frame decisions based on the information inside of the BEC - printing this out poster size and having it featured somewhere prominently is critical.
1398
1399<h2>Caveat</h2>
1400This is not a game of manipulation. If your product isn’t good, people will not use it - it’s very simple. You cannot manipulate word of mouth to grow your business to critical mass. At the center of all of this is a good product.
1401
1402<div class="blog-expert-verdict"><h3>Strategic Insight: Hunter &#38; Bard</h3><p>Most B2B failures stem from misaligned assumptions about user behavior. The BEC forces teams to move from &#8216;gut feel&#8217; to data-backed behavioral mapping, ensuring your <a href="/services/enterprise-strategy">enterprise strategy</a> hits the mark from day one.</p></div>
1403
1404<h2>Goal</h2>
1405As with everything we do in business - the Behavior Engineering Canvas starts with your goal. What do you want the customer to do? Is the end goal a trial demo? Is the goal for users to share your product? Is the goal to convince the key decision maker to purchase? You have to know what you want the customer to do before you can get them to actually do it.
1406
1407<h2>Who is the customer</h2>
1408You can’t truly map customer behavior without having a good idea of who your customer is. At the end of the day, even if you’re selling to a business - that business is run by people. This section should answer some basic demographic questions like age, gender, race, and socio economic level. In addition, it should identify your ideal customer’s position in company, personal hobbies, even what kind of car they drive. This is so you get a deeper insight into the type of person you are selling / marketing / doing business with.
1409
1410Of course, since much of this customer profile information is based on assumptions, it’s important to list what actual data you have and where it’s from. From there you can see what’s missing, that maybe you should know but don’t - or need to know but don’t. And you can sort how to get that missing info.
1411<h4>Behavior</h4>
1412What action are you looking for the customer to do? Is it to buy your product? To recommend your company to their peers? To sign up for your e-Newsletter? To go deeper in the site and learn more about your company? Choose one specific behavior and start mapping what they are currently doing, why they are doing it that way, what proof you have (yup - gap analysis again), along with what you want them to do instead and why. It’s important to understand your needs before you start thinking about what’s in it for your customers.
1413<h4>Motivation</h4>
1414Most of us are either emotional or logical depending on the situation. Which is your customer for the situation you’re describing? If it’s an emotional purchase (e.g. engagement ring) the price should be whole, and the primary motivation would probably be either Self Expression or Status (a ring you designed for her versus a Cartier ring - I’m sure she’d like either). If it’s logical (e.g. marketing automation software) then the primary would likely be competition - as in our software will get you further against your competition and we’re better than everyone else in our 

1414category due to X, Y, and Z.
1415
1416<h2>How will you help them decide?</h2>
1417This is where the actual behavior engineering comes in - at this point you have mapped out what you need to make sense of what you need to do.
1418<h4>Framing</h4>
1419How you say things matters. There’s a huge difference between an enterprise software that doesn’t offer everything that most do and costs less and an enterprise software for smaller enterprises that are currently being ignored in the market because they can’t afford the heavier software. One is a sub-par product for an over-served market. The other is a premium product for an underserved market. Guess what? You want to be the latter one.
1420<h4>Foot in the door</h4>
1421The art of the small ask. Ask for something so small that there’s very little pain to give it to you. This is why I believe in Cheapium over Freemium. Why are you putting time and effort towards those who may never buy your product and waste your time? Do a small ask instead - once they have become someone who pays for your product you can get them to may more for more features. What is the tiny thing you’re going to ask your customer to do? Something so small and seemingly meaningless that they have no real reason to say No?
1422<h4>Reciprocity</h4>
1423Reciprocity is a perceived obligation for your audience to interact with your business because you gave them something in the past. What is your company is doing to build up reciprocity towards your customer? Are you giving helpful webinars? Giving amazing content through your blog, newsletter and social channels? Are you distributing white papers and case studies that make them better at what they do for a living? What are you doing to help them? This could also be amazing swag at a conference or taking a potential client to lunch. What are you giving?
1424<h4>Anchoring</h4>
1425To be a leader in the market you need to use your messaging to anchor your position in the marketplace. If there’s already a clear leader there you need to find another way - think Avis in their old “We try harder” campaigns. Anchoring isn’t only about pricing. In what niche are you the Gold Standard? And how is that reflected in everything you do?
1426<h4>Priming</h4>
1427Priming is a small action that leads to either a repeat of that action or a bigger action. Think of LinkedIn’s Who’s Viewed Your Profile. It’s not on the main page. Instead you have to click deeper into the site to see it. Once you click deeper to see it, you are more likely to click on other pages and go even deeper into the LinkedIn site - which means more page views which means more deals on their advertising. It could also be about onboarding - with Twitter it’s following 10 people. What small action do you need your customer to make that could lead to something else?
1428<h4>Loss aversion</h4>
1429Fear of missing out is a real thing. That’s why conferences have an early bird price and shows how many amazing things were in past conferences. You don’t want to miss out. What does your customer prioritize so high that they would hate to miss out on?
1430<h4>Mere exposure</h4>
1431Ear worms work. Just being exposed to something does get it into your consciousness at some level. In today’s overstimulated world, it takes reaching a user between eight to fourteen times to remember your message. Where are you advertising?
1432
1433<h2>Inclusion</h2>
1434Cliques didn’t end just because you graduated high school - they’ve just become more sophisticated. This is where the data on your user’s hobbies come in - you can send subtle hints that they belong through your messaging (Mixpanel using an obscure Harry Potter reference in their onboarding for example - people can still understand how to use the product but if you get the reference you get a warm and fuzzy dopamine rush from being included). Another version of this is Us vs. Them contrast messaging. The best example of that would be the old PC vs Mac ads.
1435
1436<div class="blog-inline-cta"><p class="blog-inline-cta-eyebrow">Scale Your Strategy</p><h3>Optimize Your Enterprise Strategy</h3><p>Need help applying the Behavior Engineering Canvas to your specific market? Our Enterprise Strategy engagement helps you map complex buyer journeys.</p><a href="/services/enterprise-strategy" class="blog-inline-cta-link">Explore Enterprise Strategy &#8594;</a></div>
1437
1438<h2>Conclusion</h2>
1439By mapping out all of this information and posting it somewhere everyone on your team or organization can see it you’re al

1439igning everyone’s understanding of who the customer is and why actions are being taken to reach them. It also helps with brainstorming other ideas your company can do to help your customer decide that you’re the best choice.
1440
1441Interested in using the Behavior Engineering Canvas? We were hoping you would be - you can download it for your own use by going here. It's yours for the price of sharing your email. Don't worry, I don't believe in SPAM and even though I know that email marketing has the highest ROI of all digital marketing, we don't use it for ourselves all that often. When we do it's to give incredibly helpful information or to wish you a wonderful holiday.`},{id:"475",title:"Crafting the Marketing Sales Funnel that works for you",slug:"crafting-the-marketing-sales-funnel-that-works-for-you",category:"Frameworks",seoDescription:"Build a marketing-sales funnel tailored to your B2B business, from awareness to close, matched to how your buyers actually buy.",excerpt:"It doesn’t matter how beautiful your website might be or how tantalizing a product you’re selling, without a carefully crafted marketing sales funnel you’re...",readTime:4,tldr:"",content:`<p>It doesn’t matter how beautiful your website might be or how tantalizing a product you’re selling, without a <strong><a href="https://www.singlegrain.com/blog-posts/content-marketing/how-to-create-marketing-funnel/">carefully crafted marketing sales funnel</a> </strong>you’re going to lose potential customers.</p>
1442
1443Fact is, not everyone who comes across your site or your product is going to be ready to whip out their credit card right then and there. Some of them need to be carefully courted and nurtured into becoming your customer. This is especially true if your product is on the pricier end of the spectrum or a little more involved than, say, purchasing a t-shirt.
1444
1445So how do you turn those looky-loos into customers and fans?
1446
1447You do it with a carefully crafted, monitored, and massaged Marketing Sales Funnel.
1448
1449<strong> </strong>
1450<h2>What’s a Marketing Sales Funnel?</h2>
1451Simply put, a Marketing Sales Funnel is the system that allows you to track and shepherd your potential customers through different purchasing stages from mere interest, to sale, to becoming brand advocates.
1452<strong> </strong>
1453<h2>How do you set up a Marketing Sales Funnel?</h2>
1454Smart marketing tools like <strong><a href="https://www.hubspot.com/">Hubspot</a> </strong>make it possible to set up the different marketing activities that will usher your potential customers through the process, but, before you get to that stage, you have to do a little legwork.
1455<strong> </strong>
1456<h2>Getting your Marketing Sales Funnel ready</h2>
1457Every company’s sales funnel is going to be a little different because every company’s needs are different. <em>(Check out these </em><a href="https://petovera.com/best-sales-funnel-examples/"><em>12 Marketing Sales Funnel examples</em></a><em> to see how different they can get!) </em>Step one is going to involve sitting your sales team and your marketing team down together so they can determine what prospective customers need to know about your company and your products and what you need to know about them. This information will guide how you set up your Marketing Sales Funnel and what steps you include in the process.
1458<strong> </strong>
1459<h2>The different stages of the Marketing Sales Funnel</h2>
1460Traditionally a Marketing Sales Funnel is broken up into three sections and prospective customers are shepherded through each accordingly.
1461<ul>
1462 	<li>
1463<h4>Stage 1 – Top of the Funnel</h4>
1464</li>
1465</ul>
1466The goal of this stage is to help the customer answer the question <strong>“What do I need?”</strong> Great marketing materials to give away in this stage include solutions guides and eBooks that help the prospect gain a better understanding of how their pain points can be addressed.
1467<h5>Step One: Awareness of the product</h5>
1468Best ways to reach customers at this stage is through emails, social media, SEO, and word-of-mouth.
1469<h5>Step Two: Consideration of the purchase</h5>
1470Best ways to reach customers at this stage is through your website, e-commerce, and email.
1471<ul>
1472 	<li>
1473<h4>Stage 2 – Middle of the Funnel</h4>
1474</li>
1475</ul>
1476The goal at this point is to address the essential <strong>“Why do I need it from you?”</strong> question. It’s the ideal time to share case studies and pre-recorded webinars with potential customers so they can see what sets your company and products apart.
1477<h6>Step Three: Brand/Product preference</h6>
1478Best ways to reach customers at this stage is through email, product reviews and testimonials, press releases, and blog posts.
1479<ul>
1480 	<li>
1481<h4>Stage 3 – Bottom of the Funnel</h4>
1482</li>
1483</ul>
1484This is it, the moment of truth when you turn a prospect into a customer and beyond! The question that needs to be answered at this stage is <strong>“Why should I buy now?”</strong> Great tools to help you convert and retain are free trials, assessments, and personalized audits.
1485<h6>Step Four: Action</h6>
1486Congratulations, your prospect is on the verge of becoming a customer. Go you! At this point you really want to be communicating with them on your website, by phone, or in person.
1487<ul>
1488 	<li>
1489<h4>Stage 4 – Beyond the Funnel</h4>
1490</li>
1491</ul>
1492Did you think marketing ended with a sale? Shame on you! Once you have a one-off customer, it’s time to turn them into lifelong advocates and repeat customers!
1493<h5>Step Five: Loyalty to the brand/company</h5>

1494Now that they’ve purchased something from you keep engaging customers through email or social media to sell them further products and turn them into repeat customers.
1495<h5>Step Six: Brand advocacy</h5>
1496Once you’ve converted a customer, turn them into on-the-ground marketers who help convert their friends and fans to you through loyalty programs.
1497<strong> </strong>
1498<h2>Managing the Marketing Sales Funnel</h2>
1499Smart sales and marketing teams know that a funnel isn’t something you set and forget. It’s something you want to be constantly monitoring, evaluating, and tweaking so that it’s constantly performing optimally.
1500
1501Watch to see when prospects enter the funnel; thanks to the Internet and social media people are more likely to do their own research and to come to you at very different purchasing stages.
1502
1503Testing giveaways and marketing activities at each stage will give you critical insights into your customer’s purchasing habits and preferences. You might also want to evaluate when, in the Marketing Sales Funnel, you want to be handing Marketing Qualified Leads to the sales team. It could take a little trial and error to find the sweet spot for the hand-off.
1504
1505Like everything in marketing, setting up the ideal Marketing Sales Funnel will take some work on your part, but the return on investment for your time will be well worth the effort.`,seoTitle:"Craft a Marketing-Sales Funnel That Works for You"},{id:"478",title:"Creating useful buyer personas",slug:"creating-useful-buyer-personas",category:"ABM & Pipeline",seoDescription:"Create buyer personas that actually drive B2B sales. Move beyond demographics to build actionable profiles for ABM targeting and enterprise messaging.",excerpt:"Imagine for a moment, if you will, that you have an important message to share. Say, a B2B SaaS product you want to sell, for instance. Now, imagine that...",readTime:4,tldr:"",content:`Imagine for a moment, if you will, that you have an important message to share. Say, a B2B SaaS product you want to sell, for instance. Now, imagine that you’re trying to sell it to a room filled with people whom you know exactly nothing about. There you are, standing on the podium, ready to speak…what do you say? How do you sell your incredible product if you don’t know who you’re talking to?
1506
1507Now imagine that you’re having that very same experience, but the room is filled with people you know a lot about. You know where they work, what their role is in that company. You know their pain points and their objectives. You know how many people they manage and who they report to. Suddenly, that sale doesn’t seem so far out of reach, right?
1508
1509<a href="http://contentmarketinginstitute.com/2016/05/buyer-personas-essential-parts/"><strong>Buyer personas</strong></a> are fictional representations of your ideal client. They’re created by asking questions of your existing clients and your ideal prospects so you can craft very real, very well rounded pretend individuals to target when you’re creating marketing and sales materials.
1510
1511It’s not enough to think of your target as a whole demographic segment. In order to create effective marketing materials, you need to have a very tangible idea of who you’re speaking to in order to make the message resonate. It’s easier to sell to Bill, head of sales for a 500 employee company, who’s been there for 6 years, reports to Joe, who comes into the office every three months, but still holds the purse strings, than it is to a Sales Manager at a Mid-Level Company in the Midwest.
1512&nbsp;
1513<h2>Steps to preparing buyer personas</h2>
1514It’s easier to craft great brand personas if you already have a roster of clients, but it’s a valuable exercise even if you’re just getting started. Follow these steps to get the ball rolling, and remember, this can be a fluid process. Just like actual clients evolve, your brand personas will need to grow and change with time.
1515<h4>Make a critical assessment of your database</h4>
1516Take a close look at the existing clients in your database. What trends emerge? Keep an open mind. You’re looking for all sorts of details, from where they went to school, what industry they’re in, what’s the size of their company, what’s their role, etc.
1517<h4>Look beyond your database</h4>
1518Some databases don’t contain enough of the information that you need. In that case, it can be helpful to go through your list of clients, pick out the ones you consider to be representative of the types of clients you’d like more of, and then go scout them out on LinkedIn. You’ll be amazed at how much information can be found there.
1519<h4>Talk to your sales team</h4>
1520Because they’re the ones most closely in contact with prospects and clients, your sales team knows many things that can help you craft your buyer personas. Ask them what they know about their top clients, what they wish they knew, or what they think could be helpful.
1521<h4>Ask questions</h4>
1522There are a number of things you need to know about your ideal client in order to craft a useful persona. You can ask questions bit by bit, adding them to forms on your website that people need to fill out in order to receive useful tidbits like white papers or infographics. You can have sales people ask questions when they’re pitching to prospects. You can even pick up the phone and call your ideal client and ask them a few. The key thing is to ask the questions, and track the answers.
1523
1524Let yourself be inspired by the following questions to get yourself started:
1525<ul>
1526 	<li>Who is your ideal client? Where do they live? Are they male or female? What level of education do they have?</li>
1527 	<li>What industry are they in? What’s the size of their company?</li>
1528 	<li>What’s their role in the company? Who do they report to? Who reports to them? Who are the decision makers? Who holds the purse strings?</li>
1529 	<li>What knowledge and tools do they use?</li>
1530 	<li>What are their biggest challenges and pain points?</li>
1531 	<li>What are their goals? What are their business priorities?</li>
1532 	<li>What do they need to be successful?</li>
1533</ul>

1534 
1535<h2>Crafting the buyer personas</h2>
1536With all of that information in hand, it’s time to create your personas. Sort through everything you have learned and tease out the trends and unifying information. Arm yourself with a template like <strong><a href="https://www.singlegrain.com/buyer-personas-2/complete-guide-developing-using-buyer-personas/">this one</a></strong>, or <a href="http://epiccontentmarketing.com/wp-content/uploads/2013/08/Buyer-Persona-Profile-Template-13.06.pdf"><strong>this one</strong></a>, and start creating the unique persona who represents the client you’ll be marketing to.  Give the persona a name. Assign it a picture. Make sure that you can really <em>see</em> the person so you know exactly who you’ll be talking to.
1537&nbsp;
1538<h2>How many personas do you need?</h2>
1539Most often B2B SaaS companies will find that they have 3 Buyer Personas:
1540<ul>
1541 	<li>the decision maker,</li>
1542 	<li>the person who will pay for the service,</li>
1543 	<li>and the brand evangelist who falls in love with your product and tells everyone to also use it.</li>
1544</ul>
1545You might find that your personal SaaS has a completely different set of buyer personas. You might find that you have a fourth, or only have two or one. It’s important for you to do the ground-work so you find what works best for you and your company’s marketing needs.`,seoTitle:"Creating useful buyer personas | Hunter & Bard"},{id:"506",title:"The secret to running a SaaS social media account",slug:"the-secret-to-running-a-saas-social-media-account",category:"Enterprise Marketing",seoDescription:"Consistency beats virality in B2B SaaS social media. Learn the repeatable system for running an enterprise social media presence that builds pipeline.",excerpt:"“Consistency” is more than a tasting note for a delicious fudge brownie, it’s the secret to running your company’s social media presence . Did you know that...",readTime:3,tldr:"",content:`“Consistency” is more than a tasting note for a delicious fudge brownie, it’s the secret to running your company’s <strong><a href="https://hunterandbard.com/using-social-media-marketing-service/">social media presence</a></strong>.
1546
1547Did you know that you can schedule your posts in advance to deploy throughout the week?
1548
1549Some of the frequent mistakes our specialists notice are firms that are active on Facebook and Twitter while ignoring their other accounts, or companies that are active for a short burst of time then let their social accounts go dormant. Social media accounts offer unprecedented access to your audience, and allows you to build reciprocity and trust over time by sharing important news articles and industry information.
1550
1551Think of the sites that you rely on to get up-to-date information. Imagine if you were accustomed to getting news and updates from a brokerage firm and they took a few weeks off. The lack of information could have a dramatic impact on your portfolio, and in that time you may choose to switch to a more reliable source.
1552
1553The same principle applies to your target audience. They don’t know that your team is overburdened this month and plans to catch up with social media in a few weeks. All they experience is the radio silence that accompanies a lack of pre-planning in your social media efforts. There are multiple services that offer scheduled updates, such as<strong> <a href="https://www.hubspot.com/">HubSpot</a></strong>, <strong><a href="https://signup.hootsuite.com/pro-ent-na-english-r10/?utm_source=google&amp;utm_medium=cpc&amp;utm_campaign=selfserve-bau-na-en--us-pua-google_search_branded_alpha-&amp;utm_term=hootsuite&amp;gclid=EAIaIQobChMIy7ThtKXH2gIVFNlkCh3qAA3XEAAYASAAEgLZTfD_BwE">HootSuite</a></strong> or <strong><a href="https://buffer.com/">Buffer</a></strong>.
1554<h6></h6>
1555<h6>As a best practice, spend a few hours at the top of each week making sure your social media pipelines are full.</h6>
1556&nbsp;
1557Your social media accounts are another way to reinforce your brand message. Think of your brand as a personality, and share topics and events that are appropriate for your audience. Make sure your accounts are set with your proper company logo and an appropriate image to represent your brand. For an extreme example, a software that is focused on healthy living would never show a photo of someone smoking a cigarette. Based on the same theory, a software that focused on managing your money wouldn’t discuss the top 10 luxury vacation destinations.
1558
1559Make sure the messages are not too ‘salesy’ or self-serving. It’s fine to mention your product’s new features or promote your attendance at a major industry event, but the majority of your posts should focus on information that is valuable to your target audience.
1560
1561Social media is not only a great place to advertise and engage, but a great place to listen. What sort of things are your followers and customers saying? What pain points are they mentioning?
1562
1563Don’t underestimate the value of the 1-to-1 contact available through social media. Ask your audience questions and allow them to vote for product feature improvements. Host interactive contests and promote the winner on your sites. Offer special discounts to your loyal followers or offer a bonus if they refer other clients.
1564<h6>

1564In a word: ENGAGE YOUR AUDIENCE.</h6>`,seoTitle:"The secret to running a SaaS social media account"},{id:"518",title:"The one essential marketing tool you may be forgetting",slug:"the-one-essential-marketing-tool-you-may-be-forgetting",category:"Enterprise Marketing",seoDescription:"The most overlooked marketing tool in B2B? A clear, measurable plan. Learn why strategy beats tactics for enterprise growth.",excerpt:"“This year I’m going to the gym every day.” A common New Year’s resolution we are all too familiar with. January is when gyms see memberships go up. Gym...",readTime:3,tldr:"",content:`<p>“This year I’m going to the gym every day.” A common New Year’s resolution we are all too familiar with. January is when gyms see memberships go up. Gym regulars get frustrated that they can’t use their favorite machines at their usual times. Many feel good that they are making their resolution a reality. And then February rolls around and it’s back to business as usual. The newcomers stop coming and the regulars get their favorite machines back. Think about your business site as a New Year’s resolution. Excited for this new venture you set up the site with an ‘About Me’ page, contact info, how to order, etc. You customize and personalize it until it’s perfect and then step back and wait for traffic. At first it will come and then it will dwindle down. Why is this? You’ve upheld your resolution to create a perfect site but after announcing the launch you stopped doing things to give people a reason to come back to your site. You’re not blogging. </p>
1565
1566Is blogging dead? No.<strong><a href="https://hunterandbard.com/5-compelling-reasons-blog-saas-website/"> Blogging</a></strong> is a way to bring fresh content to your site, it shows a personal side to your business, and it offers your target market a treasure trove of information that shows how you know better than anyone how to solve their problem.
1567&nbsp;
1568<h2><strong> </strong>
1569Sharing information helps your audience</h2>
1570Blogging is a way to show you care. You enjoy your field and you want to help your customers. Like social media, blogging can show a personal side of your business. Often businesses can seem very corporate and anonymous, you don’t know who created the ads or who is writing product descriptions. However, with a blog post you can include your personality, in a professional manner, of course, while delivering information to your reader. When you are passionate about something it shows in your writing.
1571&nbsp;
1572<h2>Thought leadership</h2>
1573Blogging also proves you are an authority in your field. By writing a well researched and written blog post you prove your credibility. To be a <a href="https://hunterandbard.com">thought leader</a> in your industry you need to prove yourself. Illustrate the depth of your knowledge in a blog post to prove that you’re worth your salt, as they say.
1574&nbsp;
1575<h2>Building conversation</h2>
1576In addition to helping others with great information, blogging opens a dialogue between you and your reader. A well written post will have points that are open for discussion. You can use this to jump start a rapport with your readers to convert them from leads to customers.
1577&nbsp;
1578<h2>SEO</h2>
1579Each blog post is based on one topic which means each page will have one main keyword. This is perfect for improving your Search Engine Optimization (SEO). In addition to looking for specific keywords, search engines also love new content. By blogging regularly you add to the likelihood that your recent post will come up first in search results. You can also add links to other posts on the one you landed on to drive more traffic to the rest of your site.
1580&nbsp;
1581<h2><strong> </strong>
1582Clarifies your thoughts</h2>
1583Writing out your thoughts helps you clarify what you think, and it helps you think deeper about the subjects you and your readers care about.
1584&nbsp;
1585<h2><strong> </strong>
1586Fun</h2>
1587Lastly, blogging can be a lot of fun. Writing broadens the mind and opens your eyes to the world around you. It requires creativity and a healthy dose of adjectives. So whether your market is jewelry, a new invention, or b2b, your content will be better because of it.
1588&nbsp;
1589<h2>Bonus point</h2>
1590Blogs are immortal. And content builds - bringing you more potential results in search engines. Once something is on the internet it can always be found. So while you do need to keep updating your site so that your customers have a reason to come back, your content will always be out there for someone who is really searching.
1591<h6><strong>
1592</strong>The takeaway point is never underestimate the power of the people and their internet usage. If you want to connect and gain you need to offer a spot to do that. Blogging is the perfect opportunity for this.</h6>`,seoTitle:"The One Marketing Tool You May Be Forgetting"},{id:"534",title:"Getting HOOKED! In Israel with Nir Eyal",slug:"getting-hooked-in-israel-with-nir-eyal",category:["Enterprise Marketing","Behavioral Science"],seoDescription:"Nir Eyal on habit-forming products, the Hooked model, and what B2B marketers can learn from consumer behavioral design. Recorded in Israel.",excerpt:"Nir Eyal came to lead a workshop at the Microsoft R&D Center in Hertzliya this month. Sponsored by UpWestLabs in Silicon Valley where he himself is based, the...",readTime:4,tldr:"",content:`<p>Nir Eyal came to lead a workshop at the Microsoft R&amp;D Center in Hertzliya this month. Sponsored by <a href="http://upwestlabs.com/"><strong>UpWestLabs</strong></a>

1592 in Silicon Valley where he himself is based, the workshop was called, “Hooked! How to Drive Engagement by Creating User Habits.” Nir Eyal is a mentor and writer known for his ideas on the place where technology, business and human psychology meet. He writes about them on his personal blog, <a href="https://www.nirandfar.com/"><strong>NirandFar.com</strong></a> and for magazines like Forbes and Psychology Today, drawing as well from his own experience as a two-time entrepreneur.</p>
1593
1594Before getting started, Eyal surveyed his audience to see how many were actually working on startups. By the show of hands, more than half the room was which was hardly a surprise. Israel is a well-known hotbed of innovation, attracting more venture capital per person than any other country – 2.5 times more than the U.S. and 300 times China (!). On any given week in Tel Aviv, one can find multiple Meetups and industry events geared towards aspiring entrepreneurs and showcasing people with advice that can help them. Like Eyal.
1595
1596As if his personal cachet wasn’t enough to lure entrepreneurs in, Eyal’s workshop title held the promise of cracking the secret code to success. The room was packed and both of Eyal’s workshops – he had given one at the Google Campus in Tel Aviv the day before – were sold out. What entrepreneur doesn’t care about user engagement? Who doesn’t want their users to become “hooked”??
1597
1598The 4-½ hour workshop was a combination of straight-up lecture and various exercises. Everyone partnered up so they could help each other through some of the questions Eyal posed to arrive at key insights about their respective business.
1599
1600Here are some of the key takeaways we walked away with:
1601&nbsp;
1602<h2>Find “The Hook”</h2>
1603Engagement depends on cultivating habits by repeatedly connecting the solution with the problem until it becomes indispensible. As Eyal put it, if your solution isn’t a painkiller that solves an immediate problem or “pain” then it’s a vitamin. Being a vitamin isn’t a bad thing so long as you can find “the hook” – or itch – that will help make it habit-forming. Consider Facebook. It wasn’t until Facebook that posting and checking status updates on the Internet became so reflexive, users began to believe it was the best way to stay in touch with their friends. Unlike painkillers, vitamins require finding – then exacerbating – an itch to make sure users need to scratch it again and again. Indeed, frequent use is key to turning a product into a habit. But take note: this sort of thing can take time. “A habit isn’t created, it is built upon,” said Eyal, “Like a pearl.”
1604&nbsp;
1605<h2>Get those internal triggers right</h2>
1606<strong><a href="https://medium.com/startup-grind/the-billion-dollar-mind-trick-an-intro-to-triggers-1ed8b6db489d">Internal triggers</a></strong> are the emotional markers that pinpoint why your product will resonate with customers. Picking the right ones requires knowing your users well enough to know what pain you are solving for them. While external triggers – i.e. paid or earned media – prompt action (like traffic to your site), they only work if the right internal triggers are in place. To illustrate his point Eyal cited the “famous” Betty Crocker mistake as an example. Thinking their instant cake recipe would be a hit because it was fast, Betty Crocker missed the mark on how to sell it to customers. To fix their approach they had to learn an important lesson about their customers: for them, making a cake was as much about pride and love as convenience or speed. This key insight into customers’ internal triggers about cake enabled Betty Crocker to redirect its approach to more effectively explain how their instant cake could help.
1607&nbsp;
1608<h2>Focus on ability first</h2>
1609Once the hook and right internal triggers are in place, ability will be what ultimately moves users to action. By this Eyal was referring to the importance of making it REALLY EASY for users to actually do whatever it is you want them to do: sign up, log in, share, etc. For Google, the design and layout of their homepage is centered on driving the desired action of getting users to search. Twitter is another good example, with a homepage that became increasingly simplified – even spare – as people got to know the brand. If people can’t act quickly and easily, motivating them will only go so far said Eyal. This is why startups need to focus on ability first – and simplifying their message as much as possible to drive the desired behavior.
1610
1611In a country prone to invention and innovation, Eyal’s lecture was an important reminder that success is not just about having a brilliant product – but also about who you hope to find on the receiving end. If you’re not thinking about how you’re going to get them “hooked” on the road to launch and beyond, there may just be a Betty Crocker mistake in the future!
1612<h6>If you missed Eyal’s workshop you can get the slides <strong><a href="http://www.slideshare.net/nireyal/hooked-model">here</a></strong>. If you attended and had some takeaways of your own we’d love to hear them in the comments below.</h6>`,seoTitle:"Getting HOOKED! In Israel with Nir Eyal | Hunter & Bard"},{id:"536",title:"The definitive guide to naming your company",slug:"the-definitive-guide-to-naming-your-company",category:"Enterprise Marketing",seoDescription:"Naming your B2B company is a strategic decision, not a creative one. Learn the frameworks, linguistics, and market positioning behind great brand names.",excerpt:'A rose by any other name [might well] smell as sweet," but a company hangs a lot more than just scent on its name. You might have thought that coming up with a...',readTime:6,tldr:"",content:`A rose by any other name [might well] smell as sweet," but a company hangs a lot more than just scent on its name. You might have thought that coming up with a viable business idea was the hardest part of the start-up process, but you’d be mistaken. Ideas are a dime a dozen, while great names are worth their weight in gold and can easily be the linchpin that determines whether your brainchild will stay the course.
1613<h2></h2>&nbsp;
1614<h2>Why is a great name so important?</h2>
1615Everyone knows that first impressions are critical. Since, more often than not, the name is the very first thing people will hear about your company, it carries a lot of responsibility. The right name captures your potential customer’s attention all while giving them a taste of what you do and who you are.
1616
1617As John Williams says in his Entrepreneur article on the subject, “Not only does your company’s name serve as a first impression of your business, it serves as the heart of your brand.”
1618<h2></h2>&nbsp;
1619<h2>How long should you take to find the right name?</h2>
1620While it often feels as though you should choose a name and nab the URL as quickly as possible so you can get on with other, more pressing matters, like actually launching your business, it’s definitely not something you want to rush.
1621
1622Simply put, much like those high school essays always ended up being as long as they had to be, finding the right name will take the time it takes. Better to put in the right amount of effort and time and end up with the perfect name than to rush through the process and regret it just a few months down the road. Trust us, it’s much easier to start off on the right foot than it is to rebrand after you’ve launched.
1623<h2></h2>&nbsp;
1624<h2>So, how do you find the right name?</h2>
1625Finding the perfect name <strong><a href="https://www.entrepreneur.com/article/223401">is a multi-step process</a></strong> that can’t be done alone. Ready? Let’s go.
1626<h4>

16261. First gather up a few trusted people for a good old fashioned brainstorm</h4>
1627Three or four people should do the trick. Make sure they’re people with a vested interest - business partners, your spouse, your best friend, anyone who is willing to put in the time and effort needed to come up with sheer brilliance. If they have a creative mindset, even better.
1628
1629Tape big sheets of paper to the walls and start writing down words that relate to your industry, to your product, to the feelings you want your products to inspire. In this phase you don’t want to judge, just write. Capture everything everyone says, no matter how silly. You never know what might inspire genius.
1630
1631Questions that can spark more ideas and words:
1632<ul>
1633 	<li>Who’s the target audience?</li>
1634 	<li>What are they looking for?</li>
1635 	<li>What edge to you bring to the space?</li>
1636 	<li>What problem are you looking to solve?</li>
1637</ul>
1638<h4></h4>
1639<h4></h4>
1640<h4>2. Second, lay down a few objectives you’d like your company’s name to meet</h4>
1641Approach the naming of your company as you would any other business or marketing decision. Your name has to meet some tangible objectives. What would you like them to be?
1642
1643These objectives are going to be entirely subjective and personal, but we suggest starting with some of these:
1644<ul>
1645 	<li>Your name should be memorable and easy to read, say, and spell.</li>
1646</ul>
1647Cuil<em>, launched in 2008, was pronounced “cool.” Hard to spell, challenging to explain, and definitely not memorable.</em>
1648<ul>
1649 	<li>
1650<h6>Your name should be engaging and create interest in your business.</h6>
1651</li>
1652</ul>
1653Thoof<em> was going to be the hot new search engine in 2007. Bummer they picked such a terrible name.</em>
1654<ul>
1655 	<li>
1656<h6>Your name should be unique, easily searchable online, and not offensive in other languages.</h6>
1657</li>
1658</ul>
1659<em>It would be a shame if your global expansion were to be slowed down because you inadvertently picked a name that meant something nasty somewhere else. Just be glad you weren’t on the team that had to launch the </em>Lumia<em> phone in Spain.</em>
1660<ul>
1661 	<li>
1662<h6>Your name should correlate to your business and industry.</h6>
1663</li>
1664</ul>
1665<em>Oddly, </em>Fairtilizer<em> sells music, not that stuff that makes your garden grow green.</em>
1666<ul>
1667 	<li>
1668<h6>Your name should convey your brand message and evoke the pertinent emotions.</h6>
1669</li>
1670</ul>
1671Jiglu<em>. Anyone want to venture a guess as to what that software does? And no, it has nothing to do with jiggling jello.</em>
1672<ul>
1673 	<li>
1674<h6>Your name shouldn’t limit your potential for growth.</h6>
1675</li>
1676</ul>
16771-800-Flowers<em> and </em>CompUSA <em>are just two examples of the countless companies who forgot about expansion and market evolution.</em>
1678
1679&nbsp;
1680<h4>3. Now it’s time to evaluate the words that came out of your brainstorm</h4>
1681Grab a marker and circle all of the words that fit with your chosen objectives.
1682
1683Narrow down your list to the top 12 words that speak the most to you and play around with them to see what you and your naming team can come up with.
1684<h4></h4>
1685<h4>4. Then, thoroughly investigate your top choices</h4>
1686By now, you should have a solid list of options that could definitely do your dreams and objectives justice. One not so minor detail remains; you have to see if the name is available.
1687
1688First, run a quick Google search for the names you’re considering to make sure nothing unsavory turns up.
1689
1690Then, take your list of 12 and start checking to see if the URL is available, if the name has been trademarked, or if anyone is sitting on the social media handles.
1691<ul>
1692 	<li>Keep in mind that you might want to think of a new name if the .com URL isn’t available to minimize confusion for your potential customers.</li>
1693 	<li>Take a little time to check on names that are similar to the ones you’re investigating so that you’re not registering something just a letter or two off from a potential competitor. Aside from losing clients to them, you might also be opening yourself up to unwanted legal action.</li>
1694</ul>
1695<h4></h4>
1696<h4>5. And last, but not least, run the finalists by people who matter</h4>
1697Yes, your spouse is emotionally invested in this venture, but they might not be your target customer. So, once you have a solid list of names that you love, that are on brand, and that have passed the investigation test, it’s time for the final test.
1698
1699Identify a handful of potential customers and show them the names you’ve selected. Ask them what the name evokes, how it makes them feel, if they’re compelled to learn more, and what it tells them about your brand.
1700
1701Early on in the process you’re bound to find a name that speaks to you and grabs your attention. Don’t let yourself become obsessed with this name. Keep an open mind and trust in the process. Just like you can’t run a company on your own, you can’t pick a name on your own. But if you run through the steps one at a time, we’re pretty convinced you’ll come up with something you’ll be proud to share with the world.`,seoTitle:"The definitive guide to naming your company | Hunter & Bard"},{id:"546",title:"How to build credibility with your audience",slug:"how-to-build-credibility-with-your-audience",category:"Enterprise Marketing",seoDescription:"Thought leadership builds B2B credibility faster than advertising. Learn how to position your expertise to earn trust with enterprise buyers.",excerpt:"Thought leadership is quickly becoming the new currency in the information age. The old adage “It’s not what you know, it’s who you know” has never been more...",readTime:4,tldr:"",content:`<strong><a href="https://hunterandbard.com">Thought leadership</a></strong> is quickly becoming the new currency in the information age. The old adage “It’s not what you know, it’s who you know” has never been more relevant, and technology has made this both a blessing and a curse. Social media has broken the barrier between the company and the consumer, creating a new level of expectation for interacting with your audience. Online information moves fast, and suddenly everybody is an expert. You must build credibility with your audience or risk being lost in the sea of online data.
1702
1703Here are some great ways to develop an authentic presence in your industry and build credibility with your audience:
1704&nbsp;
1705<h2>Accurate research</h2>
1706Building credibility with your audience starts with<strong><a href="https://marketingland.com/7-ways-get-know-audience-better-181862"> understanding your audience</a>.</strong> In order to make informed decisions on what to say and what type info to share, you need to know whom you are talking to and what is most important to them. It also helps to know how your audience is viewing your information. The type of content to share on LinkedIn is different than what is shared on Twitter, so knowing where your audience is connecting with your company is helpful for making decisions. Targeting the correct content to the correct audience is fundamental for building credibility.
1707&nbsp;
1708<h2>Relevant &amp; timely news</h2>
1709Posting relevant and timely industry news is an easy way to build a core following. People are busy, and increasingly are skimming news articles instead of reading the full details. It’s also exhausting to visit multiple sites to stay up to speed on the news. Save you audience’s time by organizing all of the best news sources on your website and social media accounts. You need to read these articles to stay current with your industry anyway, why not share what you’ve learned. However, the stories need to be carefully selected for your audience. The last thing you want is for your connections to wonder why you send the article to them. Provide an easy way to stay current on industry pulse points, and your audience will become loyal fans and your business will grow.
1710&nbsp;
1711<h2>Book reviews &amp; summaries</h2>
1712Another great way to build credibility with your audience is writing reviews and summaries of popular industry-related books and reports. This helps your audience in two ways. Reading a summary of a book’s key points is valuable to your audience for saving their time, but also because you can explain the information in context to your industry and provide your opinions along the way. Connecting the dots from a general book to practical applications in your industry based on your experience adds value for your audience, and makes the information easier to grasp. The same principal is true for industry research data. It’s easy to get caught up in the numbers and statistics, and your ability to distill the information and make it relevant is incredibly valuable to your audience.
1713&nbsp;
1714<h2>Provide backstage access</h2>
1715A key strategy for <strong><a href="http://www.toprankblog.com/2016/05/credibility-trust-content-marketing/">building credibility</a></strong> with your audience is providing information they can’t get anywhere else. This includes leveraging your presence at important industry events, as well as private interviews with influential leaders in your industry. Giving this ‘backstage access’ is valuable because so many companies are cutting their budgets on training and event attendance. This especially affects small firms that simply can’t afford to pay thous

1715ands of dollars in event registration fees. Sharing access to coveted private events and influential leaders is one of the most valuable services you can provide your audience.
1716 
1717<h2>Personify your leadership team</h2>
1718Finally, a strong way to build credibility with your audience is to provide direct access to your leadership team. Be accessible for questions and openly share opinions and insights. Host special events where your audience can experience a one-to-one interaction. Give your audience a virtual seat at the table for important announcements. More than ever, the faces of the company give cues to the marketplace about your firm’s culture, relevance and trustworthiness. Help build the correct picture of your team in their minds. Helping your audience see the human side of your company will go a long way in building credibility.
1719
1720As you can see, there are tons of options to build credibility with your audience. It’s important to understand your target consumer, know their likes and dislikes, and know where you’re able to reach them both in person and online. Become a fixture at the places where your customers already frequent will build your credibility in no time.
1721
1722How do you connect with your audience?`,seoTitle:"How to build credibility with your audience | Hunter & Bard"},{id:"548",title:"How to launch your rebrand",slug:"how-to-launch-your-rebrand",category:"Enterprise Strategy",seoDescription:"Launching a B2B rebrand requires more than a new logo. Learn the strategic rollout plan for repositioning your enterprise brand without losing momentum.",excerpt:"“If you are not embarrassed by the first version of your product, you've launched too late.” – Reid Hoffman What is the true cost of a cheaply crowdsourced...",readTime:4,tldr:"",content:`<blockquote>“If you are not embarrassed by the first version of your product, you've launched too late.”
1723
1724<strong>– Reid Hoffman </strong></blockquote>
1725What is the true cost of a cheaply crowdsourced company logo? Alternately, what is the value of a poorly launched rebrand?
1726
1727When launching a startup, certain things naturally end up being placed lower on the priority list. Let’s be honest, half the time you aren’t quite sure what your product will look like or what the market fit will be. The feedback loop during those early days is crucial to learn more about your customer base. Branding is downgraded in importance. Many (erroneously) look at it as an unnecessary expense and waste. Some companies even use inexpensive crowdsourcing sites to design an unoriginal, poorly designed logo, which is, at best, worthless and at worst, very costly.
1728
1729However, eventually your company grows and you start finding a need to build a brand that represents the category leader you are becoming, so you hire an<strong> <a href="https://hunterandbard.com/marketing-and-sales-enablement-materials/">amazing branding agency</a></strong> to handle your rebrand. Your agency has done a spectacular rebrand and now it’s time to launch.
1730
1731What do you need to do to maximize the impact of your new rebrand:
1732<h2>Internal launch</h2>
1733Make the rebrand launch time a company-wide party. The whole team should know the date and time, so they don’t start leaking the look and feel before the PR goes out. Every member of the team should receive a brand book and all the core materials, so they can know how the rebrand affects them. (Hint: It should. At the very least, their emails and internal presentations should look different, even if they are on the engineering team.)
1734
1735Also, get swag and cupcakes. T-shirts, notebooks, pens, stickers - this brand needs to be showing the love to everyone in your office. They need to want to “wear the t-shirt”.
1736
1737You are finally past the “eating ramen” stage of company life, so let them eat cake! Team members may even want to Instagram, Facebook or Tweet pictures of the cupcakes with the new logo on them! (After the PR announcement though - not before :))
1738<h2>Make sure all of your materials are aligned at once</h2>
1739If you’ve been around awhile, you probably have more than a few properties online that you maintain, as well as offline materials and sales materials. All of them should be aligned at once in order to make sure the company vision is complete and 

1739you don’t lose mindshare by having conflicting imagery on properties.
1740
1741Don’t show a schizophrenic company vision with multiple logos at various locations. Instead plan the morning of the launch to do a full brand refresh online along with the announcement.
1742
1743Create a list of all the places your logo exists before that morning, so that you don’t have to stress out finding each property and potentially missing one in the mayhem of launch. Here’s a list to help you get started:
1744
1745→  Website
1746<ul>
1747 	<li style="list-style-type: none;">
1748<ul>
1749 	<li>Make sure your new logo files have your company name in them, or else when someone does a Google image search for your company they will only see your old brand</li>
1750</ul>
1751</li>
1752</ul>
1753→  Social media profiles
1754<ul>
1755 	<li style="list-style-type: none;">
1756<ul>
1757 	<li>Profile Picture</li>
1758 	<li>Header Image</li>
1759 	<li>About Section</li>
1760</ul>
1761</li>
1762</ul>
1763→  Hacker News
1764
1765→  Forums, message boards, places you comment often
1766<ul>
1767 	<li style="list-style-type: none;">
1768<ul>
1769 	<li>Quora</li>
1770 	<li>GitHub</li>
1771</ul>
1772</li>
1773</ul>
1774→  Online advertising
1775
1776→  Email signatures
1777
1778→  Every person’s LinkedIn profile in your company (this should be checked and updated to remain current anyhow)
1779
1780→  Physical signage
1781
1782→  Online directories
1783
1784→  Business cards
1785
1786→  Merchandise
1787
1788→  Marketing collateral
1789
1790→. Sales materials
1791<h2>Company blog post about the rebrand</h2>
1792<strong><a href="https://medium.com/the-story/the-story-behind-medium-s-new-logo-4cd3e143dfcf#.fy3x63d8p">Medium did it</a></strong>. So did AirBNB. It’s standard practice to explain the purpose, goal and thought process of the rebrand. Often the agency involved will write something as well, explaining what their intent was and <strong><a href="https://www.wearedesignstudio.com/works/airbnb-process/">why they took the brand in a certain direction</a></strong>.
1793
1794<strong> </strong>Don’t just post the rebrand post on your website though. It should also be posted on Medium and LinkedIn (under the CEO and CMO profiles as well as the company one).
1795<h2>PR</h2>
1796When AirBNB did it’s controversial rebrand they went full throttle (pun intended) with the PR. First there was the full explanation given in its own blog <strong><a href="http://blog.airbnb.com/belong-anywhere/">about the belo and the meaning behind it</a></strong>. Then came <strong><a href="http://www.entrepreneur.com/article/235709">Entrepreneur</a>, <a href="http://www.fastcompany.com/3033130/most-innovative-companies/airbnb-unveils-a-major-rebranding-effort-that-paves-the-way-for-sh">Fast Company</a></strong>, and more. The buzz spread even faster since AirBNB’s logo could be interpreted in so many interesting ways. Assuming that your rebranding isn’t quite so, well, bawdy, you might not get as much coverage as AirBNB - so how do you get that coverage of your rebrand?
1797
1798→  Every journalist that covered AirBNB, Medium or another brand you are more closely associated with - make a list and pitch them your rebrand and the story behind it.
1799
1800→  Segment your email list and hone the message to each segment:
1801<ul>
1802 	<li style="list-style-type: none;">
1803<ul>
1804 	<li>Partners</li>
1805 	<li>Clients</li>
1806 	<li>Influencers</li>
1807</ul>
1808</li>
1809</ul>
1810&nbsp;
1811<h2>Advertising</h2>
1812You should be everywhere on your launch day with your new logo. Make sure all retargeting campaigns are on full-throttle. The campaign should reflect the new messaging of the rebrand. If you don't normally advertise, now would be a good time to do a small awareness campaign. Some of the destination spots we recommend for your rebranding launch (if you're a tech company) would be:
1813<ul>
1814 	<li style="list-style-type: none;">
1815<ul>
1816 	<li>Entrepreneur</li>
1817 	<li>Business Insider</li>
1818 	<li>Fast Company</li>
1819 	<li>GeekWire</li>
1820</ul>
1821</li>
1822</ul>`,seoTitle:"How to launch your rebrand | Hunter & Bard"},{id:"554",title:"Interview with Paul Teshima from Eloqua and now nudge on SaaS Insider",slug:"interview-with-paul-teshima-from-eloqua-and-now-nudge-on-saas-insider",category:"Enterprise Marketing",seoDescription:"Paul Teshima of Eloqua and Nudge shares lessons on relationship intelligence, sales, and building B2B SaaS products buyers trust.",excerpt:"Paul Teshima is a successful technology executive who has run services, customer success, account management, support and product management. He's a firm...",readTime:3,tldr:"",content:`<p><a href="https://nudge.ai/author/pteshima/">Paul Teshima</a> is a successful technology executive who has run services, customer success, account management, support and product management. He's a&nbsp;firm believer that culture eats strategy for breakfast, and business culture can be built through storytelling. He's always been a leader with a strong focus on sales and customer engagement.</p>
1823
1824Previously Paul helped lead Eloqua (marketing automation) as part of the executive team from $0 to over $100 million in revenue, through IPO and a successful acquisition for $957 million by Oracle.
1825
1826Now Paul is the co-founder and CEO of Nudge, focused on helping business people build and grow the right business relationships from their large network of weak connections. There he lives his&nbsp;passion for building great teams and products that help customers grow their businesses.
1827<div class="hs-blog-social-share"></div>
1828<div class="section post-body"></div>`,seoTitle:"Paul Teshima (Eloqua, Nudge) on SaaS Insider"},{id:"556",title:"Interview with Pere Codina from Kompyte: Growth, marketing tools, outbound marketing",slug:"interview-with-pere-codina-from-kompyte-growth-marketing-tools-outboun

1828d-marketin",category:"Enterprise Marketing",seoDescription:"Pere Codina of Kompyte discusses growth marketing tools and outbound strategy for B2B SaaS companies entering competitive enterprise markets.",excerpt:"What do you do when you have a new product and almost no dialogue with your market? When copying and pasting a strategy from the competition is not an option...",readTime:25,tldr:"",content:`<p>What do you do when you have a new product and almost no dialogue with your market? When copying and pasting a strategy from the competition is not an option and you have to learn from your own mistakes?</p>
1829
1830Looking back over the past almost three years, based on the experience he had with <a href="http://www.kompyte.com" target="_blank" rel="noopener noreferrer"><strong>Kompyte</strong></a>, Pere Codina learned:
1831<ul>
1832 	<li>“There was no technology that could provide a full overview of what the competition was doing. This is what we created in <a href="http://www.kompyte.com/"><strong>Kompyte</strong></a>.””
1833SaaS and software companies in the United States, Northern Europe and Israel are identified to be the ones that are performing best, the ones for whom <strong><a href="http://www.kompyte.com">Kompyte</a></strong> is delivering the most value.</li>
1834 	<li>Something that turned out to be working quit good in the US, if you have to offer something new that needs to be shown to everyone, is cold emailing.
1835One of the biggest challenges for <strong><a href="http://www.kompyte.com/">Kompyte</a></strong> - how to educate the market. “Get the closest you can to them! Send them emails, talk to all of them, show them how to use it, learn from you first user, then teach these tactics to the next users coming to your platform.”</li>
1836 	<li>One of the most important things is to make sure that the user understands what the product is going to provide, and how can they leverage it, because “if you are not going to leverage it, it's going to be worth nothing. ””</li>
1837 	<li>“Smaller companies turned. And they turned because they didn't have the time to spend tracking what the competition was doing.””</li>
1838 	<li>“The market is going to show you where you have to go. It just needs some questions and get ready to have some turns. That's it.”</li>
1839</ul>
1840The following is a script of the talk between Shira and Pere about what marketing channels work best for <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong>, how they found their niche and what tactics they use to get leads into the funnel. You can also listen to the podcast above.
1841
1842<strong>Shira:</strong>
1843So Pere, I have been looking at your Linkdin background. You started with a web development agency?
1844
1845<strong>Pere:</strong>
1846Yes, we started when we were still in university with one of the current co-founders. We were just students working and studying at the same time. Then still in our university years we quit our jobs and we started our first company and this is how it started. From there on we moved from a services model to a product model and we end up doing our first SaaS product, which was really local, but we learned a lot.
1847
1848<strong>Shira:</strong>
1849Ok. So let’s actually switch over and tell us about <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong>.
1850
1851<strong>Pere:</strong>
1852Basically, Kompyte is a service for companies to boost and improve their marketing performance by leveraging what's working for their competitors. We realized that some of our best customers, that were having online shops or website to sell online B2B or B2C, they had big problems identifying what competitors were doing. It was really hard for them to understand when a competitor had a new feature or if they were changing the pricing. This was because they had tons of competitors and they didn't have the time to check manually all of their websites, advertisements, social media and so on. Then we were looking if some other companies out there were offering this as a service and we realized that there was almost nothing. There were many tools in different areas but there was no technology that could provide a full overview of what the competition was doing. This is what we created in <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong>. A software that is tracking all your competitors websites, advertisement, social profiles, online content and much more, so that you can identify not only what your competitors are doing but also what's working for them – which solutions are performing best, what are they best at, and then leverage all this insights to perfect your value proposition or improve your campaign’s conversion rates.
1853
1854<strong>Shira:</strong>
1855Would this work for a company that is selling to enterprise and has a long sales cycle or is this more for SaaS company that has a short sales cycle and much less expensive product and also maybe e-commerce?
1856
1857<strong>Pere:
1858</strong>We have customers from 50 employees up selling B2B solutions for small companies in a lower price point, and we also have customers in corporate industries. We are currently selling to three of the top 5 tech companies in the US. I mean it's useful for everyone. It’s about understanding what is the competition is selling, how are they selling it, then leveraging it – and then anyone can do this. It doesn't depend on the size of the company.
1859
1860<strong>Shira:
1861</strong>What is your sales cycle like?
1862
1863<strong>Pere:</strong>
1864Basically once we have the lead generated it’s about 32 days until we close a deal. For corporate deals it may take a bit longer, because there is all this paper work before, but before that we get the leads from cold emailing or some inbound tactics. Especially bit of hacking using special landing pages and twitterbots. Then depen

1864ding on where the lead is coming from we have two different processes. If it is an outbound lead, the first thing you have to do is show them the product demo and then after this demo you can reach them out again and start negotiating with them, if they would like to use it or not. If it’s an inbound lead then things are different. I mean they are registered, so they have something in mind. It's all about contacting them, reaching them out and understanding if it's something that will provide value for them or not. The first thing with inbound leads is to pre-qualify them.
1865
1866<strong>Shira:</strong>
1867You are calling it inbound but it’s really ads isn't it? I mean it's ads to landing pages?
1868
1869<strong>Pere:</strong>
1870Yes, we have ads to landing pages, we tried some content marketing like inbound content marketing. It wasn't really working for us at the beginning. It may work in the future but now we are tracking something like million companies, so what we do is we generate landing pages for this companies and we mention them in Twitter for example. So they go to the website and then see what Kompyte is doing. They have a competitive report for one company for example.
1871
1872<strong>Shira:</strong>
1873Is that through an Ad or is that through a twitterbot?
1874
1875<strong>Pere:</strong>
1876It's a twitterbot.
1877
1878<strong>Shira:</strong>
1879Does it constantly get close down for spam?
1880
1881<strong>Pere:</strong>
1882No. We have many different accounts. If you are mentioning all of them then - yes, but you can set a threshold and do not mention all the targets in all the tweets. Probably 20% of the tweets have a mention and the other ones are just using the domain name of the company. So basically what you are looking for is that they find themselves there and they identify their own competitive analysis report, which is what you provide inside, but for other companies. Then they can see what is the best content they have, which is the most engaging touch-base they have, which is the last advertisement or the last changes in their websites. It’s like a teaser of what they are going to find inside <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong>.
1883
1884<strong>Shira:</strong>
1885Back to the twitterbot. Did you programmed it so that, for example, one in every twenty tweets is going to be something towards the company? Where does the other content come from - basically quotes and things like that?
1886
1887<strong>Pere:</strong>
1888So, it's a bit more complex. We have lead generation machine that is identifying target companies and target persons in this companies automated. All is programmed in Google Apps, using Google Spreadsheets. What we do is, we extract the list of contacts and companies that are on our radar, then from here on we set <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a> </strong>to track these companies automatically. Even if no one is registered in Kompyte, at least we are tracking their online activity. With this <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong> is providing a list of companies that we have already pre-tracking information from, which means if they are registered the chances they are going to seek quality data and information are going to be higher. With this we generate the list of domains and their twitter identifiers and then we have a robot within a spreadsheet that is posting this tweets. They are like a set of tweet templates that you can A/B test and we A/B test them. Then we generate this tweets, which are like: "Hey check out what is this company doing today. You can see it here!" Then when they search themselves they find it. That's it.
1889
1890<strong>Shira:</strong>
1891So it comes up with the mentions and they don't really need to search themselves. It comes up with their own mentions in twitter. You mentioned that you are tracking a million companies and you have also mentioned that you have sold to companies with size 50, to four or three of the largest five tech companies in Silicon Valley? Shouldn't you be focused on one group that you sell to only?
1892
1893<strong>Pere:</strong>
1894Yes, but we are still identifying this. We are in an early stage. One of the big challenges we had when we created this company is that we didn't know 

1894who was going to be our target. At the beginning we thought it was going to be e-commerce companies in Spain. I mean, almost any company would be using competitive intelligence, but you have to identify which are going to be the first users. So one thing we did one year ago was cold emailing companies from all the industries and then we identified that companies in tech industries were the once that were performing best. Now, one of the things we are identifying is that SaaS and software companies are the once that are performing best, the once for whom <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong> is delivering the most value. Yes, we are constantly trying to narrow this target and probably the next step will be narrowing it more to the size of the company.
1895
1896<strong>Shira:</strong>
1897So you narrowed it to vertical first, then you tried in Spain and that didn't work and now you switched over. You mentioned in our pre-recording chat that you are focusing on the US?
1898
1899<strong>Pere:</strong>
1900Yes, absolutely! When we started selling to any country, what we realized is that the countries that are performing best were based in the US, Northern Europe and Israel and especially in the US.
1901
1902<strong>Shira:</strong>
1903Why do you think that the US, Northern Europe and Israel perform so well?
1904
1905<strong>Pere:</strong>
1906I think it's something cultural. If you look in the SaaS innovation companies and the Saas innovations that landed in Europe you will realize that Southern Europe adopts the new technology five to eight years later then the north of Europe or the United States. So we have something that's new, that has been there. If you have to start from scratch identifying your first customers, it's going to be in the US. The thing we have identified here is that the feedback provided by companies in the United States and not only by companies, but also by investors or anyone, is more transparent, more valuable than the one you receive in Europe. It's something coming with the culture. So if you really want to make something new, you will need a lot of feedback, because you can’t copy anyone. You need what your user says. Companies in the States and the people in the States are more used to adopt and start using new technologies than people in Southern Europe. That's it.
1907
1908<strong>Shira:</strong>
1909Ok. So it's the States, it's tech companies, and you are still deciding on what size company?
1910
1911<strong>Pere:</strong>
1912One of the things we know, is for example, that when we decided to focus in tech we saw that we sold a lot to startups and then what happened is that most of these startups, which we sold to, just turned. That is when we identified that the size of the company is going to be higher and higher.
1913
1914<strong>Shira:</strong>
1915<span style="font-size: inherit;">That makes sense. You want your turn rate in a SaaS company to be ideally below 3%, if not even negative turn. What's your sales cycle like?</span>
1916
1917<strong>Pere:</strong>
1918<span style="font-size: inherit;">What we do is we generate this leads and then once they are registered we call them two or three times and we have conversation with them. What we try to do is make sure the lead, the contact, understands what </span><a style="font-size: inherit;" href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a><span style="font-size: inherit;"> is going to do and make sure that their desired outcome is what we are going to deliver them. At this process if the lead is pre-qualified then it's passed to another person, who is closing the deal. This is something I am currently doing. Then from here on it's all about making sure they receive this outcome and once they decide to start we start with a customer success process. From when the lead is generated till we close the deal is let's say four or five weeks and from here on they are three more weeks for onboarding process. This is basically couple or three learning sessions and making sure that this person, this user really understands how to use and how to leverage this technology.</span>
1919
1920<strong>Shira:</strong>
1921What type of goal setting do you do? How far do you go out? Do you set goals? How do you organize everything you've accomplished so far?
1922
1923<strong>Pere:</strong>
1924You mean in sales?
1925
1926<strong>Shira:</strong>
1927For sales and marketing, yes.
1928
1929<strong>Pere:</strong>
1930So basically what we are using is technology. Once we get the lead interested we ask them for three competitors, and then we ask them for a call to show them how <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong> is tracking the competition. It's like: "Hey send me three competitors. I am going to track them for you for a few days, then I'm going to show you what happens." And then they send the competitors and we get the first call. For the calls we are using a system tool. So for setting up all the calls we use Assistant Tool or Calendly. Then using, for example, Skype what we do is show them how Kompyte is working and we get them on board.” Hey this is your account you can use it from now on." That's it.
1931
1932<strong>Shira:</strong>
1933Ok. Let's talk about things that you've done in the past. What did you do that you thought would totally blow up, but it didn't? It just died.
1934
1935<strong>Pere:</strong>
1936We spent like one year trying to sell in Spain. Trying to sell to marketing agencies and it didn't work.
1937
1938<strong>Shira:</strong>
1939Did you try marketing agencies outside of Spain or did you try marketing agencies just inside of Spain?
1940
1941<strong>Pere:</strong>
1942Some of them are outside of Spain. We were looking for multipliers, I mean clients that are going to sell your solution to tons of clients and we thought that the first one is going to be a marketing agency. The

1942n we realized that marketing agencies are extremely focused in one thing. Let's say they are going to be content marketing agency or a SCM marketing agency. They have their own tools for tracking this. When it comes to the strategy it's provided specially more for consultant firms. One thing that we are doing is trying to get some consultant firms like strategy and business consultants using Kompyte. But, yes. We tried to sell to marketing agencies and we extremely failed there, because they didn't care about what Kompyte was doing for their clients and as soon as we decided to focus in the final company then everything started going fine.
1943
1944<strong>Shira:</strong>
1945What happened that you thought that wouldn't do so well and ended up totally blowing up?
1946
1947<strong>Pere:</strong>
1948Cold emailing was the best one. In Europe if you send an email to a company, especially if you do it in Germany, they are going to send you an email saying: "Hey do not email me anymore!" That's it…and from the very beginning. And this is if you are lucky! If you are not lucky you will have to go to the court. But things in the US are completely different. We didn't know that and what we tried was to email everybody attending this conference where we are going to be and then see if we can have some more people in the booth for example. It was a big boom. We send tons of emails and our booth was full all the days. We had 50 meetings in one day. It was something crazy. This was one of the things we thought is not going to work and we realized this cold emailing is working quite good. Especially if you have something new that no one is searching for in the internet and you need to show it to everyone.
1949
1950<strong>Shira:</strong>
1951That's another thing, you do have a new product that isn't a familiar thing. It's not something that companies necessarily have been searching for. They don't realize it exists. How you have been going about educating your market?
1952
1953<strong>Pere:</strong>
1954This is one of the biggest challenges we have right now. Imagine that a SaaS company that has a product and that they are a lot of products like that out there. Let's say a CRM company. The market is aware of what CRM is. They know. They have been using CRM for the last few years. But when you have something new and no one is searching for this keywords it's extremely hard. So we tried generating content marketing, generating content. And then the problem with the content was that our target is marketing managers in tech companies. So how much content is out there for them. You have to write awesome content! And if you really want to write awesome content from Spain for the States - it's going to be hard. You can do SEO optimizing keywords because just a few companies are searching for your keywords.
1955
1956<strong>Shira:</strong>
1957So with the keywords ‘best business intelligence’ or ‘competitive intelligence’?
1958
1959<strong>Pere:</strong>
1960Competitive intelligence is too wide. If they are looking for competitive intelligence, they are probably doing some research and s

1960o on, so it doesn't make sense to spend money with this. One of the things with the keywords that worked out fine for us, was for example hacking other processes, like optimize your landing page by tracking your competitors. That's like landing page optimization hacks. This was good content that performed quite good, but at the end you are talking about landing page optimization. There are tons of content for landing page optimization so the problem you are solving is not doing competitive intelligence, the problem you are solving is optimizing landing pages, but in a different way, in a completely new way, for example.
1961So what did we do at the beginning to educate this market? What was best thing? Get the closest you can to them! Send them emails, talk to all of them, show them how to use it, learn from you first customer, first user, then teach these tactics to the next users coming to your platform. For example, we learned things from the first customers. Then we teach these tactics, these competitive intelligence tactics, to all the rest of our customers and it was a great way to educate this market. It's quit hard starting something, you can’t copy anyone or almost anyone, because there is no content out there for this. So what you need to do is talk to all of them as much as you can and of course as soon as you get the fund just start with PR.
1962
1963<strong>Shira:</strong>
1964Wait a second. You need the funds to start with PR?
1965
1966<strong>Pere:</strong>
1967Well not necessarily. If you want to do it yourself, you can do it yourself. But when you are based in Barcelona and you have to do PR in the States you will probably need some help.
1968
1969<strong>Shira:</strong>
1970We can talk about that. I am not sure if I agree with that statement. I actually thing that PR is not impossible to do from Europe and I have coached other companies on it, so I know that is possible, but that's a whole other discussion that we can get into. What would you say it's the biggest challenge for <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong>?
1971
1972<strong>Pere:</strong>
1973They are many challenges we have. I would say that probably the biggest one is making sure that you understand what the desired outcome is and making sure your value proposition fits to this. When companies on board are signing up for trial, for example, they want to know something for the competitors, but it is not that clear what they want. You have to talk with them and make sure that they really understand what is <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong> going to provide them and how can they leverage it. Otherwise what is going to happen is that they are going to turn in a few weeks or in a few months. Let’s say this onboarding process, or to perfect the value proposition, to explain exactly what are they going to have with <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong> and how can they leverage it, is the only way you can make sure that this customer is going to stay there. So the biggest challenge for us right now is explaining this value proposition. I mean you say something like "Hey you can track your competitors!" - this sounds sexy. Everyone wants to track the competition but this is just curiosity. At the end you need to use this. If you are not going to leverage it it's going to worth nothing. You have to make sure that these users can not only see what their competitors are doing, but they can also leverage all this to improve sales conversion rates, to write better content, to change the value proposition, sell more or whatever.
1974
1975<strong>Shira:</strong>
1976Now Kompyte is a tool for companies. What tools do you use, other than <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong>?
1977
1978<strong>Pere:</strong>
1979We use a lot of tools. In every single stage we use many tools. For example for lead generation we use Dux-Soup, FindThatLead, QuickMail, twitterbots, google Apps.
1980
1981<strong>Shira:</strong>
1982Do you make the twitterbots or do you grab it from an outside source?
1983
1984<strong>Pere:</strong>
1985We have awesome developers in Kompyte, which are very busy developing <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong>. We, the founders, who studied computer science and are not the CTO, are no longer allowed to code anything in Kompyte, but we can code our own robots, our own twitterbots and s

1985o on. And this is what we do. So yes, we do it ourselves - "Homemade twitterbots"
1986
1987<strong>Shira:</strong>
1988And to create your lists for the outbound? What are you using for that?
1989
1990<strong>Pere:</strong>
1991The Dux-Soup is working quit good. Dux-Soup's extensions that you add to your Google Chrome and then it is going to show you and download all the names of persons and so on. From here we have another kind of robot which is generating the domain names and with the domain names you can use it for find the lead for example, or you can extract the email of that person and then using tools like Quick Email you can send your cold emails and automate your emailing for all the members of the company which are sending the emails, all the sales people. They don't need to do it manually. You can just automate part of this process until they come back to you and say: "Hey I want to learn more about your technology!"
1992
1993<strong>Shira:</strong>
1994Did you find that the more you send out the harder was to get them through because you started to get put in the spam files?
1995
1996<strong>Pere:</strong>
1997No. They are a lot of ways to avoid this. For example, using multiple domain names. I mean, if you send thousands of emails with the same account, with the same name, in your own domain then this is what probably is going to happen, but they are ways to avoid it.
1998
1999<strong>Shira:</strong>
2000So you are using a different domain name from Kompyte to sell Kompyte?
2001
2002<strong>Pere:</strong>
2003You can just name it for example ".net" or whatever and send emails with this, yes. There are tons of ways to do it. At least at the beginning you need to do this this way.
2004
2005<strong>Shira:</strong>
2006Ok, so you are sending it from Kompyte.net, instead of Kompyte.com?
2007
2008<strong>Pere:</strong>
2009Yes, for example. It works fine. When they reply it is automatically replied to Kompyte.com, so you can then process with the answer and so on. When we start with the sales process the tools we use is Pipedrive and CRM. Then we use some really useful technologies like Calendly and Assistant tool. With Assistant tool you insert that dates that are working for you in the email and when they click one time that works for them it's automatically booking an event in both calendars, which is great.
2010
2011<strong>Shira:</strong>
2012I know so many people who love Calendly and I just absolutely hate it. I think I am probably the only person on the planet who finds Calendly to be like the rudest app on the internet. I just don't like it. And I know it's doing really well. I seem to be the only one who feels this way.
2013
2014<strong>Pere:</strong>
2015Good to know, because then I am going to send you always "Hey Shira, what time works for you?" and that's it. This is why we use assistant tool. The assistant tool is inserting something like "Hey, here are some times that work for me, just click in the time that works for you and we are all set."
2016
2017<strong>Shira:</strong>
2018You said that you are moving up the food chain. How hard it was to move up in the food chain from smaller companies to the bigger ones? How did you do it?
2019
2020<strong>Pere:</strong>
2021We started selling to all kind of companies. Smaller, bigger ones and so on... Then we just decided which once are we going to focus on. That's it. It was nothing like: "Ok. I am going to grow the size of company" No. We didn't know which was the right size. We just realized that smaller companies turned. And they turned because they didn't have the time to spend tracking what the competition were doing. For startups and smaller companies growing and growth hacking tactics are more important than analyzing the competitors.
2022
2023<strong>Shira:</strong>
2024I get that, but when you decided did you decide to go after the larger companies or did it just naturally happened? You just send out a cold email to a larger company and it clicked?
2025
2026<strong>Pere:</strong>
2027They replied and then they decided to buy and this happened again and again and after some months the larger companies are still there using it and the startups are turning, because they don't have the time to use it.
2028
2029<strong>Shira:</strong>
2030So why not just focus on larger companies?
2031
2032<strong>Pere:
2033</strong>The market is going to show you where you have to go. It just needs some questions and get ready to have some turns. That's it.
2034
2035<strong>Shira:</strong>
2036And you have been doing Kompyte for now three years?
2037
2038<strong>Pere:</strong>
2039For two and a little bit more, yes. We incorporated <strong><a href="http://www.kompyte.com/" target="_blank" rel="noopener noreferrer">Kompyte</a></strong> in May 2014 and from here on we started working with a product model. We tried selling to Spain. We had an initial version of Kompyte .Then one and a half year ago we launched this new version and we focused on the US market and from here on we started selling.
2040
2041<strong>Shira:</strong>
2042And your tactics for selling? You call inbound ads or twitterbots to landing pages.
2043
2044<strong>Pere:</strong>
2045Anything that is people registering in the Website - we call it inbound, inbound leads.
2046
2047<strong>Shira:</strong>
2048Ok. Even if that comes in from an Ad? So you are doing ads, you are doing SEM?
2049
2050<strong>Pere:</strong>
2051Yes. Well the only ads we do is search engine ads. We tried display and banners and so on and it's not really working as retargeting. Conversion rates are way low and it's too expensive. But for some concrete keywords, extremely targeted keywords, it's worth it. At least if the market is new, there is almost none advertising for this keywords, so you want to make sure they are going to find it, when they search for it.
2052
2053<strong>Shira:</strong>
2054Fair enough. So SEM primarily inbound, which would be bots going over to landing pages, outbound, outreach (that's cold emailing). And traditional inbound as in blog didn't really work out for you guys mainly because it's just really hard to source good content from Spain. And what about events?
2055
2056<strong>Pere:</strong>
2057We went to some events. For example one event that's working great for us is the "Mobile World Congress", where most of tech companies which are not really start ups well they are startups, but at least not small startups. At least here in Barcelona this is great! Then some other events are interesting, but in terms of lead generation most of the events, let's say Websummit, for example, the companies are too small.
2058
2059<strong>Shira:</strong>
2060They are not your target?
2061
2062<strong>Pere:</strong>
2063Yes. And events where companies are not that small are extremely expensive.
2064
2065<strong>Shira:</strong>
2066How about Salesforce, Saastr?
2067
2068<strong>Pere:</strong>
2069Then you have to fly from here. You have to choose at the beginning what do you want to do and optimize the funds you have as much as you can. Probably sometimes you can achieve the same result with sending emails. You are not going to get this awareness, but you are going to get the customers. Once you got the customers you are going to start thinking of next steps.
2070
2071<strong>Shira:</strong>
2072So you actually think that events are just unnecessary, for your price point at least?
2073
2074<strong>Pere:</strong>
2075It may be extremely useful if the event is for example here in Europe. It's a question of cost benefit. Only flying to the States and spending there several days is going to take you like 10 000 or 15 000, plus the cost of attending the event. With this money you can generate tons of leads.
2076
2077<strong>Shira:</strong>
2078True. Fair enough. Is there anything you would like to tell the audience more than what we have already discussed?
2079
2080<strong>Pere:</strong>
2081No. I think we talked about everything.
2082
2083<strong>Shira:</strong>
2084Pere, thank you so much for coming in to the show! I really appreciate it!
2085
2086<strong>Pere:</strong>
2087Great! Thank you very much, Shira!`,seoTitle:"Pere Codina of Kompyte on Growth & Outbound"},{id:"560",title:"Making content marketing segmentation simple",slug:"making-content-marketing-segmentation-simple",category:"Enterprise Marketing",seoDescription:"Simplify B2B content marketing segmentation. Learn how to match content types to buyer stages for higher enterprise engagement and conversion.",excerpt:"I love mentoring. It gets me up close and personal with issues that startups are having right now, keeps my skills sharp by solving a multitude of problems,...",readTime:5,tldr:"",content:`I love mentoring. It gets me up close and personal with issues that startups are having right now, keeps my skills sharp by solving a multitude of problems, and allows me to give back.
2088
2089This week I mentored at <strong><a href="http://500.co/" target="_blank" rel="noopener noreferrer">500 Startups</a></strong> and worked with two companies on content marketing and segmentation. One was a company that sells to a dozen different verticals. The marketer was trying to sort out how to reach each vertical through content marketing, and he was getting overwhelmed with the idea of designing specific content for each.  Later that day I worked with another company that had one product, and was about to add a second selling to a similar, but not the same, market.
2090
2091This blog post is to explain how to simplify your message and marketing so that you can tell a clear story to 2 groups.
2092<h2>Company One</h2>
2093Of course, with the first startup we didn't know there were 2 groups, so I started by asking questions:
2094<h4>What do all of these verticals have in common?</h4>
2095This didn't get much of a response, as it turned out that the verticals didn't have a lot in common in terms of the markets they were after (some were B2C, others B2B)
2096<h4>How is your product used?</h4>
2097Here we had more success. There were 2 use cases on how the product was being used. With that knowledge we can narrow things down. This product was being used inside organizations to build a community inside the company and it was being used outside (as in literally outside) as a way of advertising. It's bought by 2 different departments for 2 different purposes
2098
2099i.e. Two use cases:
2100<ul>
2101 	<li style="list-style-type: none;">
2102<ul>
2103 	<li style="list-style-type: none;">
2104<ul>
2105 	<li>Building a community inside of an organization, aka company culture</li>
2106 	<li>Marketing and building awareness with people outside</li>
2107</ul>
2108</li>
2109</ul>
2110</li>
2111</ul>

2112 
2113<h2>Company Two</h2>
2114At the second company, I already knew 2 groups were being sold to - he needed to know how to divide up his message. His product is group purchasing for sports. This means you can buy a monthly pass to different classes or soccer club matches. The first product is for soccer, and the second is for gym classes. Here the questions were about the demographics of the two groups. I sat with the company and we mapped out the <strong><a href="https://hunterandbard.com/behavior-engineering-canvas-framework/" target="_blank" rel="noopener noreferrer">Behavior Engineering Canvas</a>.</strong> In this case, the benefit for the customer is the same, but the customer is different.
2115<blockquote><em>To recap: Company One had multiple verticals but 2 use cases. They need to simplify things down to 2 themes to work with the 2 use cases and aim their content as helpful information for those needs. Company Two had one vertical but two similar (but not necessarily the same) target market. They need to send one message to both, while showing they understood the needs of both. </em></blockquote>
2116&nbsp;
2117<h2>Simplifying content marketing</h2>
2118<h4>Caveats</h4>
2119I'm assuming in this post that you already understand some of the basics regarding good content. Namely that the content isn't about your company, but instead focuses on delivering valuable information to the market that you are interested in engaging. In other words, don't write about you.
2120
2121CTA stands for Call To Action (a button asking people to do something, typically leading to a landing page.)
2122
2123I had 30 minutes with each company, so the recommendations are limited.
2124<h4>Company One</h4>
2125Segment content into two subjects: 1) Culture and 2) Advertising
2126<ol>
2127 	<li>Above the fold on the homepage they should start with 4 tests:</li>
2128</ol>
2129→  Asking for a demo (this is often like proposing to someone on a first date, but if your prospects come to your site only later in the decision cycle it makes sense - you won't know until you test it)
2130
2131→  Dividing the main slider into 2:
2132<ul>
2133 	<li style="list-style-type: none;">
2134<ul>
2135 	<li> Internal use versus external use - and offer a giveaway for each section</li>
2136 	<li>Those sliders have questions on the form that help segment the users even more</li>
2137 	<li>Each lead generated funnels into a drip campaign that is written especially for the segment</li>
2138</ul>
2139</li>
2140</ul>
2141→  A Culture CTA on the slider
2142
2143→  An Advertising CTA on the slider
2144
21452. Two blogs (they were big enough to handle that): This way they can segment their prospects according to use case and lead them down the funnel with a consistent value add
2146
21473. Segmented email marketing: Why cloud your message by sending one story to both groups? Show your value accordingly, send a clear message by segmenting your email marketing.
2148<h4>Company Two</h4>
2149<div>This company was smaller and had fewer resources. It was also a simpler sale (you could purchase from the site) and a lower price point. They couldn't do a lot of tests on the homepage so I suggested segmenting the homepage to the two products. When I met with them the homepage showed the new product, but you had to scroll to get to the other offer. That could end up leaving people looking for the original offering confused (most people don't scroll - you'll know if it's the wrong thing to do if bounce rates go up after). Putting the original offer in the slider and ignoring the new one would keep people from knowing the new one exists - hence the solution for both in the slider.</div>
2150<ul>
2151 	<li>The pictures on the two main sections should look like the purchaser. One would be guys playing soccer and the other would be women and men taking a class in a nice gym</li>
2152 	<li>Due to the lower price point ads would be the main marketing channel, but they would do some content to get long tail keywords and increase their organic search</li>
2153 	<li>The value proposition is the same for both markets so one blog is enough, however emails should be segmented as the offer</li>
2154</ul>
2155&nbsp;
2156<h2>Things to keep in mind</h2>

2157Having 2 target markets means you may need to work on segmenting the:
2158<ul>
2159 	<li>Homepage</li>
2160 	<li>Newsletter</li>
2161 	<li>Email marketing</li>
2162 	<li>Blog</li>
2163 	<li>Messaging</li>
2164 	<li>Landing pages</li>
2165</ul>
2166<div>The landing pages should also be segmented according to the buying stage your prospect is in, but let's keep that for another blog post.</div>
2167Do you have a question you'd like me to answer in a blog post? Leave me a question below in the comments.`,seoTitle:"Making content marketing segmentation simple | Hunter & Bard"},{id:"562",title:"Marketing agency vs. in house - pros and cons",slug:"marketing-agency-vs-in-house-pros-and-cons",category:"Enterprise Marketing",seoDescription:"Agency vs. in-house marketing: the real trade-offs for B2B companies. When to outsource strategy and when to build an internal enterprise marketing team.",excerpt:"“What’s the benefit to taking an agency? Why not take this in-house?” At some point during nearly every single new client meeting, we get asked this question....",readTime:5,tldr:"",content:`“What’s the benefit to taking an agency? Why not take this in-house?”
2168
2169At some point during nearly every single new client meeting, we get asked this question. Since it is such a popular question, we figured it would make sense to help more companies answer that question by writing this blog post.
2170
2171Before I started Hunter &amp; Bard I thought that working with an agency was more expensive, and when I founded Hunter &amp; Bard I would tell people that what they get with us would be our expertise, no employee issues, and high quality writing. While I was right on the last three points - it turns out that taking <a href="https://hunterandbard.com">an agency for inbound marketing</a> is less expensive as well.
2172
2173Here are the pros and cons of choosing to work with marketing agency:
2174&nbsp;
2175<h2>Cons to working with a marketing agency</h2>
2176<h4>Cost</h4>
2177Agencies seem more expensive than an in-house person. For the price of an agency you might be able to get a junior writer to handle your work inhouse. Recent college graduates are cheap and hungry to get in at the bottom floor of a tech brand, in any capacity.
2178<h4>Location</h4>
2179Agencies don’t have a desk in your office. Which may or may not matter to you. The in-house content writer may be an excellent ping-pong player, which could be an added value to you, especially if you are looking for a lunchtime game.
2180<h4>Ramp-Up Period</h4>
2181Most agencies are not entrenched in your industry, so they may need 4-6 weeks to conduct proper research and planning.
2182<h4>Flexibility</h4>
2183An agency can be flexible, to a point. Your in-house content writer, like every member of your team, tends to wear multiple hats. Pick up Chinese food for a late night at the office? Writers are known to be really proficient at doing food runs.
2184&nbsp;
2185<h2>Pros to working with a marketing agency</h2>
2186<h4>Cost</h4>
2187We know that we already mentioned this under “cons”. But we were talking about the cost of single content writer. The truth is, you can’t just hire one content writer. You need someone to strategize the direction of the content and manage the content calendar. Quite often, this is also the person who approves the content for publication. You’ll also need an editor, as you’ll see below in section called “Quality”. These days, inbound marketing is more than just about words in a blog post. The content writer has to moonlight as a data scientist, in order to not only quantify the reach of his or her audience and measure the effectiveness of the content, but also to perform A/B testing to validate the optimal content and messaging.The cost of hiring a content writer also doesn’t take into account training, for example. HubSpot and other inbound marketing tools take time to learn, as do the tactics of inbound marketing and distribution. <strong>It takes between 6 months to a year to learn HubSpot well and start seeing results - and the team in Hunter &amp; Bard is already certified and ready to go</strong>. We hit the ground running, while your new hire is still learning the ropes. With us, your time to value is faster. In this case, inexpensive in-house talent can be pricey.
2188<h4>Time</h4>
2189When things get hectic at work all hands get pulled on deck in an office, which means there will be times when your content writer should be concentrating on making the most awesome content for you, and instead is working on other things in your office. Then your content starts to slip. And your brand starts to slip. Our only priority is your content and building your brand. That’s it. We won’t get pulled onto anything else and there are no distractions. For that reason, we refuse to purchase a ping pong table.
2190<h4>Turnover</h4>
2191Turnover is expensive. Very expensive. <strong><a href="http://cce.assumption.edu/blog/job-market-digital-marketers">The average content writer stays at his or her job for 1.5 years.</a></strong> That means all of that HubSpot learning goes out the window 6 months to a year after it was learned and you have the expense of hiring and training all over again. Our team is trained. All of our new hires are trained. And if one of our people leaves, we handle it - you won’t feel a difference in your account. There will be no break in content or coverage. In addition, <strong><a href="http://www.outbrain.com/blog/2014/10/how-to-hire-a-rock-star-content-marketer.html">“49% of new hires will fail within their first 18 months of employment, while only 19% will achieve indisputable success.”</a></strong>
2192<h4>Expertise</h4>
2193Our team has written, collectively, millions of words of content on behalf of clients. We have worked with brands of all sizes, in a wide variety of mediums. We have branding and messaging strategists working alongside our content writers to ensure we produce the the most highly compelling content for your customers.
2194<h4>Quality</h4>
2195Our team checks and edits each other’s work. That makes for better writing and fewer mistakes. Did you know that grammar and spelling errors can lower trust by up to 30% in the United States? Everyone makes typos,<strong><a href="http://www.wired.com/2014/08/wuwt-typos/"> it’s actually considered a sign of intelligence</a></strong> - having someone else check the work means most of our errors get caught before being published. But good editors do more than just check grammar and spelling errors. They have a gift of rewriting things to make the writer sound even more brilliant than they already are.
2196
2197In conclusion, if you are absolutely certain that your writer will want to stay a writer forever, and that they will never leave your company - you should make the investment and hire in-house.
2198
2199If you need to hire a team of writers, bring them in-house too.`,seoTitle:"Marketing agency vs. in house - pros and cons"},{id:"571",title:"The drip campaigns you need and when to use them",slug:"the-drip-campaigns-you-need-and-when-to-use-them",category:"Enterprise Marketing",seoDescription:"Master B2B drip email campaigns. Learn which sequences to deploy at each funnel stage to nurture enterprise leads without overwhelming inboxes.",excerpt:"There are two ways to go about gardening. You can leave your garden alone to do its thing and hose it down thoroughly when it’s starting to look a little dry....",readTime:4,tldr:"",content:`There are two ways to go about gardening. You can leave your garden alone to do its thing and hose it down thoroughly when it’s starting to look a little dry. Or you can carefully set up a drip system that delivers water in small quantities at regular, carefully selected times.
2200
2201Which do you think will yield a more lush and appealing yard?
2202
2203There’s a reason email drip campaigns are named for that second gardening technique. But really, what is an email drip campaign and why should you take the time to set at least one up?
2204
2205Well, in short, an email drip campaign (sometimes referred to as an automated mail campaign, autoresponder campaign, or marketing automation) is an automated series of emails that are sent out at carefully scheduled moments, usually in response to an action taken by a potential or existing client. Studies have proven that drip campaigns can radically increase both conversion and revenue. There are many different types and each serves a very specific purpose. Read on to see which might be most useful to you.
2206&nbsp;
2207<h2>Different types of drip campaigns</h2>
2208The type of drip campaign you send out will depend on the type of event that triggers the email series. Here are a couple different sorts that you might want to consider setting up.
2209&nbsp;
2210<h2>Nurturing leads drip campaigns</h2>
2211Nurture campaigns are a very successful tool for slowly feeding a warm lead information that will first help them understand why they might need your product, then show them why they should buy it from you. Nurture campaigns are an important part of a <a href="http://in.reuters.com/article/us-passover-food-idINKCN0XF117" target="_blank" rel="noopener noreferrer"><strong>carefully constructed marketing sales funnel</strong></a>.
2212
2213Studies have shown that nurturing leads through a drip campaign can <strong><a href="http://www.marketingsherpa.com/article/chart/roi-lead-nurturing" target="_blank" rel="noopener noreferrer">increase ROI by 45%</a></strong>. It’s a great way to hold a potential client’s virtual hand as you lead them through the discovery and purchase phases.
2214&nbsp;
2215<h2>Welcome drip</h2>
2216<a href="http://www.experian.com/assets/marketing-services/white-papers/welcome-email-report.pdf" target="_blank" rel="noopener noreferrer"><strong>Research done by Experian</strong></a>

2216 shows that people don’t just expect a welcome email after signing up for a newsletter or after asking to receive information about a service, they actually enjoy them, especially if the welcome email is sent immediately after they submit their email address. Open rates on welcome emails can go all the way up to 88.3% if the timing is just right.
2217
2218Sending a welcome email is ideal for sharing some of your company’s best content and for immediately starting to engage a potential client. Don’t let the next newsletter you send out be the first contact you have with a prospect. Instead, send a welcome email containing some of your most read or most useful articles as well as a testimonial or two so they can instantly get a sense of the value you will deliver over time.
2219 
2220<h2>Onboarding drip campaigns</h2>
2221Offering a trial period for your service is a proven way to give potential customers a taste of the benefits that your products deliver, but it won’t do much good if they don’t really roll their sleeves up and give it a try.
2222
2223An onboarding drip campaign allows you to show trial users how your service can best be used. Each email can outline a particular function of your SaaS. Emails in this drip campaign can also showcase the added benefits of your premium products.
2224&nbsp;
2225<h2>Engagement drip campaigns</h2>
2226If your dashboard shows you how your clients are using your services, an engagement drip campaign can be an effective tool designed to help them get the most out of what they’re paying for. A happy, engaged client using your service exactly as it was intended is more likely to renew for another year and even possibly upgrade to your premium products.
2227&nbsp;
2228<h2>Drip courses</h2>
2229Keeping existing clients engaged and motivated is an ongoing challenge many SaaS companies face. Creating drip courses that teach clients how to increase revenue or develop other useful and pertinent skills can make that happen. <strong><a href="http://www.getvero.com/wp-content/uploads/2014/07/email-marketing-cheat-sheet-vero1.pdf" target="_blank" rel="noopener noreferrer">Open rates are reportedly very high for opt in campaigns</a></strong> such as these, ensuring strong engagement and high click through rates.
2230&nbsp;
2231<h2>Unsubscribe drip emails</h2>
2232Just because someone has decided to unsubscribe from your mailing list doesn’t mean they never want to hear from you again, it just means they no longer want to receive an email from you. Sending one last one to say goodbye and to invite them to follow you on your social media channels might mean the difference between losing a potential client forever and retaining a warm lead.
2233
2234Drip campaigns are particularly beneficial because they so perfectly target their audience. Instead of receiving a generic email, the prospect or client is receiving something that will actually be useful or relevant to their needs, meaning there’s a higher chance the email will be opened and read.
2235&nbsp;
2236
2237Take a little time to consider what drip campaigns will help you meet your marketing goals. Our next blog post will discuss <strong><a href="https://hunterandbard.com/setting-effective-drip-marketing-campaign/">getting your drip campaigns set up</a> </strong>and started.`,seoTitle:"The drip campaigns you need and when to use them"},{id:"573",title:"B2B marketing - The decision-making process",slug:"b2b-marketing-the-decision-making-process",category:["Enterprise Marketing","Behavioral Science"],seoDescription:"B2B buying decisions involve multiple stakeholders and complex evaluation. Understand the enterprise decision-making process to align your marketing.",excerpt:"Put yourself in the shoes of your buyers. What concerns his or her daily life? Does she or he have a family? Is he or she afraid of making the wrong decision...",readTime:3,tldr:"",content:`Put yourself in the shoes of your buyers. What concerns his or her daily life? Does she or he have a family? Is he or she afraid of making the wrong decision at work, in fear that it will mean they will lose face - or worse, their job? How many other people rely on the decision they are making?
2238
2239We often think that marketing for B2B (business to business) is simpler than consumer marketing. That employees are more rational and don't care about how something looks, just that it gets the job done. And if your widget is better than Company X's widget by at least 10X then you will have a winning product on the market.
2240&nbsp;
2241<h5>Only that's not completely true.</h5>
2242&nbsp;
2243Because if Company X is the market leader, and the safer bet as far as the market is concerned, your consumer will choose them. If there's even a hint or rumor that your company isn't doing well, even if it's not true, your sales will fall. Bu

2243sinesses need to know that the companies they invest in will be around for the duration. They need to know that the time and effort it takes to implement your process or technology will not be a waste of time. People may not even realize all of the things they consider when they are in the product choosing process.
2244
2245Most companies meet the customer considerably later in the process, as companies are now able to research options online. As such your online branding and presence are more important than ever before. Here are four things you can do to help build trust in your customer base:
2246 
2247<h2>Educate your market</h2>
2248The more information you share about your products, services and other <strong><a href="https://hunterandbard.com/build-credibility-audience/">customers the more you build trust</a></strong>. One way to think of it - companies who give away information have nothing bad to hide. This means blogging, webinars, white papers, case studies, speaking at conferences, and any other conceivable way to get your message across. It also means you need to market this content through email marketing, paid promotion, social, and earned media.
2249&nbsp;
2250<h2>Design and brand to build</h2>
2251We trust companies that look huge and stable. We don't trust companies that look small or unstable. This isn't rocket science. While design might not matter to you (or, more likely, you don't realize how much it matters to you), it does matter to most people. That means appearing large, stable, and like an industry leader - even when you're just a 50 person start up. That can only happen through a well-thought out, thorough branding that is executed precisely. It never ceases to amaze me how much design affects peoples decision making process.
2252&nbsp;
2253<h2>Mind your publicity</h2>
2254Your brand isn't what you say it is. Your brand is what your customers think it is. If they don't think you're doing well, or won't be around for the long-term, you won't be. Not all press is good press. If you make a mistake - by all means own up to it, apologize publicly and loudly, and move on. However, if your company is going through hard-times, make sure no one lets that information out. Just the whiff of it can scare away potential customers.
2255&nbsp;
2256<h2>Message to each persona</h2>
2257You most likely have more than one Persona that you are marketing towards. You need to map out what matters to each persona and make sure that their individual concerns are met in your messaging. For example, the Project Manager will care about time and budget, the QA Director cares about quality and the Department Head wants to make sure that your product will help raise the bottom line, cut costs, or both.
2258&nbsp;
2259Are you sending out the image you should be to gain mindshare? If not, why not? What difficulties have you had in execution? Leave a comment below.`,seoTitle:"B2B marketing - The decision-making process | Hunter & Bard"},{id:"576",title:"Croutons were created as a way to reuse and repurpose old bread.",slug:"croutons-were-created-as-a-way-to-reuse-and-repurpose-old-bread",category:"Enterprise Marketing",seoDescription:"Content repurposing is the crouton of B2B marketing. Learn how to multiply the value of every piece of enterprise content you create.",excerpt:"Croutons were created as a way to reuse and repurpose old bread. The term ‘content’ is a catch-all phrase to describe shareable information. It’s about as...",readTime:3,tldr:"",content:`Croutons were created as a way to reuse and repurpose old bread.
2260
2261The term ‘content’ is a catch-all phrase to describe shareable information. It’s about as descriptive as asking someone to bring bread to a potluck dinner. This information can include the latest industry research, a simple explanation of a detailed topic, details about important industry events, or your personal opinion on hot topics within your industry. The only rules for creating content is to make sure the info you’re sharing is accurate and up-to-date, and to make sure the topic is relevant for your target audience.
2262
2263You need to decide how to share this content with your audience.
2264
2265Here’s where the art of repurposing comes in: you can use the same information in multiple formats to produce tons of content in a short amount of time.
2266
2267For example, imagine your industry publishes a 75-page annual report each January. Just take data and repurpose it in several ways, including: writing an executive summary of the major topics within the report, creating an infographic that summarizes the data, writing a blog post on how the research will affect your industry, or creating a long-form document which discusses the key takeaways of each section.
2268
2269By repurposing information into summaries &amp; details, you’ve created value for your audience by sharing the information in various ways and allowing them to choose the format that works best for them. And selfishly, sharing this content gives your team additional touch points with your audience and positions you as a thought leader within the industry.`,seoTitle:"Content Repurposing: The Crouton Method"},{id:"583",title:"My 11 top tech reading resources",slug:"my-11-top-tech-reading-resources",category:"Enterprise Marketing",seoDescription:"11 essential reading resources for B2B marketers and SaaS founders. Stay current on enterprise strategy, growth, and marketing trends.",excerpt:"I love reading and I read prolifically. Every day I read and skim dozens of articles to keep up with 

2269new things in marketing, tech, SaaS specific and...",readTime:4,tldr:"",content:`I love reading and I read prolifically. Every day I read and skim dozens of articles to keep up with new things in marketing, tech, SaaS specific and management. I don't have time to look everywhere, so there are a few places online which are my Go To places for well curated information sharing. E.g. I know if Hiten Shah is sharing something, it's probably really good. You'll note most of these are newsletters because I don't want to be bothered going to a specific site for news on a regular basis. I have 2 exceptions for that, and you'll see them below.
2270
2271Here's my Must Read daily list:
2272 
2273<h2>Quibb</h2>
2274My favorite resource for curated content. It's invite only, and the link is my invite link. Sandy, the Founder of Quibb, accepts about 60% of the people who apply. The reason that the content is so good is because spammers are thrown out and it's filled with tech industry veterans who share amazing information. I like Quibb so much it's the only newsletter that I set to be in my Primary Tab in gmail.
2275&nbsp;
2276<h2>Hiten Shah's weekly SaaS newsletter</h2>
2277I interviewed Hiten on this week's <strong><a href="https://hunterandbard.com/saas-insider-podcast/">SaaS Insider</a></strong> (we talked so much it ended up being a 2 parter). He's been in the SaaS business for as long as there's been SaaS businesses and he reads even more than I do. What he reads and likes he shares in his weekly newsletter, which is filled with great stuff every week.
2278&nbsp;
2279<h2>Techmeme</h2>
2280One of my 2 exceptions which is a website. Admittedly I don't read everything here. I just skim the headlines to see if the tech world is doing well, doing meh, or all Hell has broken loose (e.g. Twitter this past weekend with the entire executive team leaving in unison "voluntarily"). I typically check Techmeme in the morning when I wake up.
2281&nbsp;
2282<h2>Hacker News</h2>
2283Hacker News is a curated post list where members vote up helpful posts. You can access it through the website, but if you're a real information junky you use <strong><a href="https://chrome.google.com/webstore/detail/%D0%BF%D0%B0%D0%BD%D0%B4%D0%B0/klhedajfojdkjnffjgciondehdhmjcom?hl=en">Panda</a></strong>, a chrome plugin that shows you Hacker News, Growth Hackers, The Next Web, Techcrunch, HackinGUI and more all in your new tab in Chrome. If you enjoy posts about serious tech, this is a great resource. It doesn't get to the main page if it isn't good.
2284&nbsp;
2285<h2>Mattermark Daily</h2>
2286<a href="https://mattermarkdaily.com/"><strong>Mattermark Daily</strong></a> focuses on gathering the best posts by investors and operators (tech industry thought leaders). The Daily is a misnomer, it goes out fairly regularly, but not actually daily all of the time. I often open and skim to see what the VCs are saying, since typically their advice is relevant to my audience.
2287&nbsp;
2288<h2>First Round Capital</h2>
2289Every single post is bookmarkable advice. Every. Single. Post. Marketing, growth, scaling, management. Every single post will give you something helpful on growing a startup. Even on the posts where I already know the information, the way it's presented is wonderful.
2290<h5>Awesome - but I don't read them regularly</h5>
2291&nbsp;
2292<h2>LaunchTicker</h2>
2293If you need to keep up with every detail of the tech industry then the LaunchTicker makes sense. I need to put my time into learning everything there is new about marketing, product, management, and growth. As such I did read this for awhile, decided my time was better put elsewhere, and stopped. I still get it, but I don't put a lot of my focus on it, checking it from time to time instead of daily.
2294&nbsp;
2295<h2>James Clear</h2>
2296James Clear writes about behavior and habits, so of course I love his work. Most of his examples have been taken from other studies that I've read previously, however, which is what makes him an occasional read instead of a must read. If you're not already aware of the various heuristics we all enjoy, then I highly recommend signing up to James Clear. Even if you are aware, he's a good writer and his posts are wonderful reminders.
2297&nbsp;
2298<h2>Term Sheet</h2>
2299"Fortune's daily email about deals and deal-makers." If you want to know where the money is going - read this.
2300&nbsp;
2301<h2>Benedict Evans Newsletter</h2>
2302I've met him once, and he is as smart as you would imagine. This isn't me bragging. I tried to talk to him at a dinner we were both at and nothing of any worth came out, so I'm sure in my nervousness I made a truly forgetful impression. I've been following Benedict Evans since he started working at a16z. He's an expert on mobile and tech and his industry insights are typically spot on.
2303&nbsp;
2304<h2>a16z</h2>
2305Yet another amazing curated list of content. This time it's what the brilliant minds at a16z are reading.
2306

2307Of course there are so many great places for content online that I haven't mentioned here - Medium curates great posts and LinkedIn is getting into the game as well. But these are my main Go Tos. Medium tends to be more philisophical and not as focused on learning. It's infotainment if you will. LinkedIn is usually self-branding. Since I can't read everything that's out there I rely on great curated resources that go through more than I can on my own - and then I read their choices.
2308
2309How do you handle everything you want to read?`,seoTitle:"My 11 top tech reading resources | Hunter & Bard"},{id:"594",title:"Setting up an effective drip marketing campaign",slug:"setting-up-an-effective-drip-marketing-campaign",category:"Enterprise Marketing",seoDescription:"Set up a drip marketing campaign that converts B2B leads into enterprise customers. Step-by-step guide to email automation that drives pipeline.",excerpt:"An email drip marketing campaign is an important component of an effective marketing sales funnel . In our last blog post we discussed how a well-crafted and...",readTime:4,tldr:"",content:`An email drip marketing campaign is an important component of <strong><a href="https://hunterandbard.com/crafting-marketing-sales-funnel-works/" target="_blank" rel="noopener noreferrer">an effective marketing sales funnel</a></strong>. In our last blog post we discussed how <strong><a href="https://hunterandbard.com/drip-campaigns-need-use/" target="_blank" rel="noopener noreferrer">a well-crafted and well-timed email drip marketing campaign can radically improve the quality of your marketing sales leads and your revenue</a></strong>. We also covered the different types of email drip campaigns and why and when they should be deployed. Now it’s time to take a look at how to get started with the process.
2310
2311If pushed, people will tell you that they wish they got fewer emails. In truth, what they’d like is to get fewer emails that waste their time. Follow the following steps, and you can rest assured that your emails won’t fall into that category.
2312<h2>Step 1 – Getting prepared</h2>
2313<h4>What goals and objectives?</h4>
2314It almost goes without saying that, like everything in marketing, the first step to crafting a smart and useful email drip campaign is to lay the groundwork for the campaign. But what does that mean in this situation?
2315
2316Simply put, before setting up your email drip campaign, you have to choose the goals and objectives for the email series.  That’s going to involve a bit of research and deep thinking.
2317
2318Before getting to step two, can you answer the following questions?
2319<ul>
2320 	<li>What kind of campaign are you going to create?</li>
2321 	<li>Who is the target audience?</li>
2322 	<li>How will you get their contact information?</li>
2323 	<li>What are the objectives of the campaign?</li>
2324 	<li>What do you think the audience will find interesting and relevant?</li>
2325 	<li>What assets will you be sharing via the campaign emails?</li>
2326</ul>
2327<h4>What triggers?</h4>
2328Once you’ve answered the questions above, it’s time to think about what will trigger the start of the email drip campaign and the subsequent emails. The answer depends on the type of campaign you intend to run, but might also depend on the path you want the prospect or client to follow. Either way, knowing the details before you even start crafting the different components of the campaign will make the entire process more smooth.
2329<h2>Step 2 – Check in with sales</h2>
2330No matter what type of email drip campaign you decide to run, there’s little doubt that the be all/end all goal is to drive conversions and sales. With that in mind, it’s important to connect with the sales team to ensure that the series of emails impart the information that they need leads to know and gathers the information that the sales team needs to make the sales.
2331
2332Sitting down with the sales team before crafting the content of the drip campaign will ensure that the campaign objectives align with the sales team goals and that it ends up being an effective use of marketing resources.
2333<h2>Step 3 – Craft great content</h2>
2334One could easily argue that this is the most crucial step to the whole process. If your emails are boring or irrelevant it won’t matter what triggers them, what they look like, or who receives them. Great content will engage your prospects or clients and ensure that your next emails get opened.
2335
2336So, what does great email content look like? Easy.
2337
2338Great emails are:
2339<ul>
2340 	<li>Short and to the point,</li>
2341 	<li>Well written,</li>
2342 	<li>Crafted with the target audience in mind,</li>
2343 	<li>Closed with a clear Call to Action (CTA) that meets the email and campaign objectives.</li>
2344</ul>
2345Write every email with the recipient in mind. Read all emails out loud multiple times. And don’t forget to spend a significant amount of time working on your subject lines. If the recipient never opens the email, then all of the time you spent on the content will be wasted.
2346<h2>Step 4 – Decide on timing and frequency</h2>
2347Again, this is one of those steps that are going to depend on the campaign you decide to run. Will you be sending emails daily? A few times a week? Will subsequent emails be sent only if the recipient opens the previous one or engages with the previous one? The decisions you make should be contingent on both your objectives and your target audience. Keeping in mind who you’re speaking to, will keep you from either over or underwhelming them with your correspondence and rhythm.
2348<h2>Step 5 – Segment your list</h2>
2349OK, we have an objective, a target audience, some well crafted emails, and we know 

2349when we want them to go out to. What’s left? Figuring out who will be receiving them.
2350
2351Your email distribution system will allow you to segment any existing lists, which will in turn allow you to carefully target the correct recipients for each email drip campaign you send out. You may decide to craft different types of campaigns for different segments, or alter the frequency emails get sent out depending on who will be receiving them.
2352<h2>Step 6 – Measure impact and adjust accordingly</h2>
2353The beauty of email drip marketing campaigns is that once they are set up, you don’t have to mess with them too much. They’ll do the hard nurturing work for you.
2354
2355That said, you shouldn’t just set a drip campaign and forget it. Monitoring the open rates, click rates, and unsubscribe rates will give you the change to make slight changes to frequency or even content so that you can make sure your campaigns consistently deliver the best results possible.`,seoTitle:"Setting up an effective drip marketing campaign"},{id:"598",title:"SQL? MQL? What’s the BFD?",slug:"sql-mql-whats-the-bfd",category:"Enterprise Marketing",seoDescription:"MQL vs. SQL: understand the difference and why it matters for B2B pipeline. Align marketing and sales on lead qualification for enterprise deals.",excerpt:"Everyone knows that in order to make sales, you need leads. Without leads you’d have no one to actually sell to. But what most people don’t know is that...",readTime:4,tldr:"",content:`Everyone knows that in order to make sales, you need leads. Without leads you’d have no one to actually sell to. But what most people don’t know is that there’s a world of difference between someone who makes an inquiry and an actual lead that will convert to a sale.
2356<h2>&nbsp;</h2>
2357<h2>Let’s break it down, shall we?</h2>
2358In most companies, the marketing department creates some masterful works of marketing - emails, banner ads, even maybe some billboards to catch people’s attention while they run through an airport or commute down a highway. If well created, these marketing pieces drive people to the company’s website and cause them to peruse the products and information on display.
2359<h2>&nbsp;</h2>
2360<h2>Bam. You have leads. But what kinds of leads are they?</h2>
2361Well, in truth, you don’t have leads quite yet. You have inquiries. As <strong><a href="http://b2bleadblog.com/2009/09/lead-generation-check-list-part-4-clear-and-universal-lead-definition.html">Brian Carroll of the B2B Roundtable Blog explains it</a></strong>, of all the people who show interest in your company and your products, only 5-15% are actually sales ready. It’s up to your people to uncover who can be nurtured and turned into a customer.
2362
2363By analyzing their behavior as they peruse your site, you can identify the Marketing Qualified Leads who are interested enough to be fed into your sales funnel and eventually turned into Sales Qualified Leads who can be passed on to the sales team to convert.
2364
2365If you were to skip the MQL → Sales Funnel  → SQL step, you’d be handing a ton of unqualified leads off to the sales team who then would have to make countless useless calls to potential customers who aren’t ready to buy or were never really all that interested in your product before finding the ones ready to convert.
2366<h2>&nbsp;</h2>
2367<h2>First things First – Defining what leads are to your teams</h2>
2368Once someone who has made an inquiry has been deemed to be a legitimate potential lead, it’s up to the marketing team to nurture them along through a carefully created sales funnel to move them from interested status to ready to convert status. Only then should the lead be passed on to the sales team so they can close the deal.
2369
2370Therein lies the rub. That tipping point isn’t going to be the same for every company. It’s up to your teams to work together to come a consensus about when a lead should officially be passed from one team to the other.
2371
2372Yes, work together. Yes, we went there.
2373
2374Because the collaboration between the sales team and the marketing team is what makes this whole process truly useful.
2375
2376Ideally the marketing team and the sales team would sit down and discuss what a sales person needs to know about a potential customer in order to feel like they’re a qualified lead that they’ll be able to convert and what a potential customer needs to know about the product to be ready to buy.
2377
2378Not all leads being sent from Marketing to Sales are going to meet the desired criteria, but by starting the process by having this discu

2378ssion the leads sent to the sales team are going to be of a higher quality and will convert more consistently.
2379
2380It’s also important to note that this process is not a once-and-done kind of thing. In order to keep the teams operating in each other’s best interest, the teams should meet quarterly to review how the definition is holding up and if the leads are meeting the expectations defined.
2381<h2>&nbsp;</h2>
2382<h2>Moving from Conversation to Converting</h2>
2383Once your sales team and marketing team have come to an agreement about what a qualified lead looks like, it’s time to create a sales funnel or a website experience that, step-by-step, pulls the pertinent information from potential customers all while sharing key selling points.
2384
2385With the use of marketing software like <strong><a href="https://www.hubspot.com/">Hubspot</a></strong>, your marketing team can gather lead qualifying information that can help them determine exactly how ripe the lead is for conversion. Each person moving through the sales funnel is awarded a “lead score” that will help the marketing team know when they’re ready to be bounced over to the sales team.
2386<h2>&nbsp;</h2>
2387<h2>The Be All/End All Goal</h2>
2388The ultimate goal of lead nurturing from MQL to SQL is to hand a lead to the sales team at the ideal time - not so early that the potential customer isn’t quite ready to buy, and not so late that they’ve lost interest and have moved on. It saves the sales team precious time, increases sales and revenue, and equally importantly, ends up being a better customer service experience for the person who, you hope, will grow to be a satisfied customer.`,seoTitle:"SQL? MQL? What’s the BFD? | Hunter & Bard"},{id:"602",title:"Ten things you’ll learn from our behavior engineering canvas",slug:"ten-things-youll-learn-from-our-behavior-engineering-canvas",category:["Frameworks","Behavioral Science"],seoDescription:"The Behavior Engineering Canvas aligns teams on customer motivation. Learn 10 key insights from this B2B enterprise strategy framework.",excerpt:"The first step to solving any problem is to get everybody on the same page. In most companies, that’s easier said than done. Most projects have input from...",readTime:4,tldr:"",content:`<p>The first step to solving any problem is to get everybody on the same page. In most companies, that’s easier said than done. Most projects have input from several departments with different agendas, and sometimes egos get in the way. Hunter &amp; Bard developed a tool for working through these roadblocks based on our 20+ years of experience in leading strategy sessions and coaching our clients around the world. We call it the Behavior Engineering Canvas, and it’s our secret weapon for creating stellar marketing strategies our clients.</p>
2389
2390Our Behavioral Engineering Canvas is a tool to align the goals and objectives of multiple departments, and to define your firm’s target audience to understand them better. Using the core concepts of Behavioral Psychology, you’ll have a better grasp of what drives your customers to make the choices they make, and determine a hierarchy of what’s important to them. Let’s walk through the features of this tool to see what you’ll learn.
2391<h4>1. Define your target customer.</h4>
2392I’m sure your team has a general idea of who uses your product or service, but if they’re not in a Marketing or Sales capacity that information may not seem very relevant to their daily jobs. Nothing could be further from the truth! Once your team has a well-defined profile of your customer, it will influence every decision they make.
2393<h4>2. Clarify your end goals.</h4>
2394In the influential words of Stephen R. Covey, your team needs to begin with the end in mind. Until you gain consensus on the specific goals to accomplish, your team will not be equipped to make any strategic decisions.
2395<h4>3. Analyze your current status.</h4>
2396Once your team defines an end goal, take stock of the current state of your company. This process will help your team understand how many steps are required to accomplish your goals, and these steps will ultimately become your marketing strategy roadmap.
2397<h4>4. Spark creativity.</h4>
2398Populating the BEC requires a deep level of brainstorming and creativity. Taking a deep dive approach allows multiple stakeholders to share their opinions, and these ideas can grow into innovative solutions.
2399<h4>5. Uncover missed opportunities.</h4>
2400Viewing your company through the eyes of the consumer can often uncover potential target markets that were overlooked in the past. Allocating time to these cross-functional discussions also provides a 360-degree view of the problem.
2401<h4>6. Dissect current behaviors.</h4>
2402This section takes a candid look at the patterns currently exhibited by your customers, then defines what needs to happen instead for your team to achieve the defined goals.
2403<h4>7. Check their motivation.</h4>
2404Human behavior is predictable, and there’s a combination of logical and emotional factors that motivate customers towards action. This is further categorized