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Q&A with Randy Frisch, CMO at Uberflip

Q&A with Randy Frisch
Randy Frisch, CMO and Co-Founder at Uberflip has led the content experience movement, prompting marketers to think beyond content creation and focus on the experience. 

Randy also co-hosts the Conex Show, a weekly podcast featuring top marketers and their strategies and secrets to success. His talks empower marketers with the strategies they need to capture their audiences, prove their worth, and align their vision.

MEDIA 7: If I were to say to a bunch of people who know you, ‘Give me three adjectives that best describe you’, what would I hear?
RANDY FRISCH: Determined, passionate, caring.

M7: From Flipbooks to the world’s first content experience platform in just 6 years. What are some of the top reasons that helped drive Uberflip to where it is now?
RF:  We started as a solution that would allow marketers to share content to readers whenever they wanted and on whichever devices. People still want to consume content whenever they want. Think of the way in which we consume video content on Netflix or music content on Spotify. We’ve been successful in large part because we’ve been able to create a product that marketers need, that make it easier for their buyers to become customers. But that hasn’t been enough.
The differentiator for us is culture—the values we strive for as an organization (not just the work environment). I’ll share my 3 favourites here:

● H.U.S.T.L.E.: this one stands for Heart, Unique, Skill, Tech, Lean, Entrepreneurial. My co-founder, Yoav Schwartz, and I actually screen new hires for these traits.
● Valuable, Relevant & Consistent: this one comes from the initial definition of Content Marketing (“creating and distributing valuable, relevant and consistent content”) by Robert Rose and Joe Pullizzi at the Content Marketing Institute. It only makes sense that our teams and employees should expect to be valuable, relevant, and consistent.
● Give Back: It’s important for us to give back to our communities and while we do this in numerous ways led by people across our team, one of my favourites is an annual charity ping pong tournament we host called Startupong which brought together startups in Toronto to raise $50,000 for Sick Kids hospital this year.
We’ve been successful mostly because we’ve been able to create a brand around engaging our team, our customers, and even our partners around these values.


"As marketers, we need to take our buyers on a journey using content. We need to be able to get a buyer from one piece of content to the next—think of a nice hiking trail through the woods."

M7: How can modern marketers leverage the personalized content recommendations given by Uberflip AI?
RF: It all comes down to the journey we take our buyers through. We recently produced a report with Heinz Marketing in which we found that only “1 in 3 B2B marketing leaders [of 283 interviewed] believe their current website encourages people to engage with their content at a high volume”. Essentially, we are leading buyers to a piece of content and leaving them to fend for themselves among your content. A visual I like to use is that of walking someone into a dark forest with no pathway and leaving them there. Not a good experience at all. As marketers, we need to take our buyers on a journey using content. We need to be able to get a buyer from one piece of content to the next—think of a nice hiking trail through the woods.

Uberflip AI serves up recommendations on our platform personalized to our buyers after they’ve consumed a piece of content. This allows them to stay and engage with more content while they’re in a content experience. Uberflip AI gives marketers the ability to predict what topic or piece of content their buyer might be interested in based on their behavior on a website, benchmark them against other users, and deliver content that they might be interested in, in order to extend their journey.


"Buyers want personalized content and they want it when they’re ready to buy. And it has to be a great experience."

M7: How does user-generated content help in scaling ABM campaigns at Uberflip?
RF: I believe the best UGC for ABM (acronym overload!) is the reviews from customers. The best way to learn is from our peers. We often copy our competitors or look for best practices. There are many ways we can relate to a target account by showing them what their peers are saying. It could be finding a tweet from someone they respect speaking about the value of your platform. Think of it this way. If Roger Federer tweeted that a certain shoe was key to his play you'd likely win over other aspiring tennis players. In the world of B2B marketing, we can sometimes find more professional review sites like G2 or TrustRadius where highlighting a review from someone in a related industry can help win over the next target account.

M7: There is a lot of buzz around your book “F#ck Content Marketing”. What inspired you to preach this influential gospel?
RF: I was off to Dreamforce in 2017 and I came across a SiriusDecisions stat that 60-70% of all marketing content goes unused. It brought to light that even I contributed to this problem by driving my team to create more and more content. I had a revelation.

Thanks to Robert Rose and Joe Pulizzi at the Content Marketing Institute, content marketing was supposed to be about creating and distributing content “with the objective of driving profitable customer action.” But somewhere along the line, it became too much about creation and not enough about distribution and driving customer action (converting). And when marketers were distributing content, we weren’t distributing it in ways that led to profitable customer action—think of all those generic emails we sent people, loaded with links to videos and blog posts spread across the internet. We were sending people into dark scary forests full of content (sometimes that of our competitors). And we never got them back.

It all hit me. So I said “f#ck content marketing”, or rather, f#ck what it had become. My mission over the last two years has become to teach marketers how to create great personalized online experiences that we can send our buyers to, that actually take them on a journey leading to a conversion.


"Marketing is now becoming creating and distributing content to drive profitable customer action."

M7: What is the idea behind ‘The Conex’ (podcast show) hosted by you every week, which is already a big hit among the viewers?
RF: After 3 years and 227 episodes, we’ve decided to end the Content Experience Show and start fresh with a new show, The Marketer’s Journey, launching October. We had a great base of listeners and guests, but we wanted to spend more time focusing on the concept of the journey—both, the journey that our buyers go through, and the journey we go through as marketers. I’ll be speaking in-depth with marketing leaders about what their journey has looked like as marketers and what they strive for in creating great experiences for their buyers and customers.

M7: How do you see content marketing evolving over time?
RF: We’re not just seeing the evolution of content marketing, we’re seeing the evolution of marketing as a whole. Marketing is now becoming creating and distributing content to drive profitable customer action.
Let’s take a look for a moment at the way in which we consume video and music media. We went from syndicated TV shows and weekly programming on set channels (cable) to having bingeable content ready for us on demand (Netflix, Hulu, etc). We went from listening for our favourite song to be played on the radio, to downloading songs on iTunes, to now getting recommended curated playlists and artists based on my listening history on Spotify. We can search for content we want on demand and binge it for as long as we want. And we can do it whenever we want on multiple different devices around us.

Our buyers want personalized content and they want it when they’re ready to buy. And it has to be a great experience. Marketers are starting to catch on. We’re starting to spend time and money on analyzing the data, having great salespeople, and even on distribution. The difference-maker is that marketers are spending more time and money on personalized content experiences and using a content experience platform like Uberflip to accelerate the buyer journey.

ABOUT UBERFLIP

Uberflip is the world’s #1 Content Experience Platform (CEP). With tools to aggregate all your marketing content, they empower B2B marketing and sales teams to create personalized content experiences to engage accounts, nurture prospects, and convert leads, without the help of IT. It’s their mission to put control back in the hands of marketing teams to deliver high-converting experiences, that put the customer front and center.

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PR Newswire | January 10, 2024

Metro Supply Chain Inc. ("Metro Supply Chain"), a strategic supply chain solutions partner to some of the world's fastest growing and most reputable organizations, is pleased to announce that it has entered into an agreement to acquire SCI Group Inc. ("SCI"), a leading Canadian third-party logistics (3PL) company, from Canada Post Corporation ("Canada Post") and Purolator Holdings Ltd. This transformational transaction is expected to close in the first quarter of 2024, subject to customary closing conditions, including the receipt of regulatory approvals. "We are thrilled about the prospect of acquiring SCI," said Chiko Nanji, Metro Supply Chain Founder and Group Chairman. "There is an excellent strategic fit between SCI and our existing operations and culture, and we are excited about the future as a combined entity. This acquisition will strengthen our position as a true champion in strategic contract logistics services." The combined entity, with deep Canadian roots and a shared focus on customers, will be ideally positioned to compete in the global supply chain sector. "The strategic alignment between Metro Supply Chain and SCI is strong. We look forward to leveraging our complementary strengths and shared emphasis on operational excellence to generate growth for clients in multiple sectors, including technology and healthcare, and expand our e–commerce offering," said Metro Supply Chain President and Chief Executive Officer Chris Fenton. "The addition of SCI to the Metro Supply Chain group will offer opportunities to enhance our expansion efforts south of the border." Headquartered in Québec, with significant regional support offices in the Greater Toronto Area and operations across Canada, the United States and United Kingdom, the combined entity will create a diversified supply chain solutions provider. Metro Supply Chain is highly engaged and committed to its people and the communities in which it operates. It is mindful of its social, economic and environmental impact and seeks ways to work more sustainably and create a positive impact on the planet, customers, teams and communities. Chris Galindo, President and CEO of SCI, will remain with the combined entity, ensuring the continuity of SCI's commitment to excellence. "There is a strong strategic alignment between Metro Supply Chain and SCI, from our strong people–first cultures to our focus on innovation, best-in-class systems, and contractual business models and complementary technology, client and vertical mix," explained Galindo. Metro Supply Chain is grateful to its existing and new financial partners, LDC Logistics Holdings Inc., CDPQ, Investissement Québec, and the National Bank of Canada, for their support in this transaction and the future growth of the combined entity. "With this 10th acquisition by Metro Supply Chain since it began working with CDPQ in 2018, the company is actively pursuing its strategic development plan," said Kim Thomassin, Executive Vice-President and Head of Québec at CDPQ. "We are proud to support the company in its efforts to strengthen its position as a Canadian leader, accelerate growth projects and expand activities, particularly in the United States and the United Kingdom." To support its global strategic vision, Metro Supply Chain has concluded an agreement with the Government of Québec through Investissement Québec, for an investment by way of a private placement in Metro Supply Chain. "To ensure the economic and sustainable development of Québec, it is essential that we be able to rely on Québec companies and robust supply chains. With this investment in Metro Supply Chain, we are helping a Québec company to become an international leader in the logistics sector," stated Pierre Fitzgibbon, Minister of Economy, Innovation and Energy, Minister Responsible for Regional Economic Development and Minister Responsible for the Metropolis and the Montréal Region. "This transaction aligns with Investissement Québec's mission to create a logistics champion and support its geographic expansion outside Québec. Metro Supply Chain is setting an example by making a significant investment to improve its productivity by automating its warehouses. The Covid-19 pandemic highlighted the importance of supply chains, which are an essential link in the Québec economy," said Guy LeBlanc, President and CEO of Investissement Québec. "Metro Supply Chain welcomes Investissement Québec as one of its new strategic partners and is very pleased to be able to count on the continued support of LDC Logistics Holdings Inc., CDPQ, the National Bank of Canada, as we pursue our global growth ambitions," stated Metro Supply Chain CFO Mathieu Descheneaux. "This strategic investment enables us to acquire high–quality companies like SCI to expand the range and depth of supply chain solutions we can offer." Together, Metro Supply Chain and SCI anticipate a bright future, delivering innovative supply chain solutions that meet the most challenging needs of their customers.

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Operations, Supply Chain, Transportation

CPKC Joins RailPulse Coalition Driving Innovation in Railcar Telematics

PR Newswire | February 02, 2024

Canadian Pacific Kansas City (CPKC) today announced its membership in the RailPulse Coalition. RailPulse, founded by a dynamic consortium of forward-thinking railcar owners, is working to develop, broaden and accelerate the use of GPS and other telematics technologies on railcars that increase safety, efficiency, and visibility across North America's freight rail industry. CPKC becomes the third Class I railroad and 10th member of the coalition, joining Bunge North America, GATX, Genesee & Wyoming Inc., Norfolk Southern Corporation, Railroad Development Corporation, The Greenbrier Companies, TrinityRail, Union Pacific Railroad, and Watco Companies LLC. "We are pleased to be a part of RailPulse and to contribute to accelerating adoption of railcar telemetry in North America," said John Brooks, CPKC Executive Vice President and Chief Marketing Officer. "This collaboration aligns with our commitment to innovation and will play an important role in modernizing our customer experience and provide benefits to the entire supply chain by advancing safety and improving operations." The key objectives of RailPulse include: Industry Wide Telematics Infrastructure: The initiative facilitates collaboration among industry players by creating a secure, trusted, standardized, and vendor neutral railcar telematics infrastructure that spans the entire North American freight rail industry. Data-Driven Transformation: By building an information infrastructure that harnesses data from GPS and railcar-mounted sensors and prioritizing data standardization and storage in the cloud, RailPulse focuses on delivering actionable insights enabling enhance service levels, visibility, safety, sustainability, and productivity. Enhanced Service through Visibility: Through RailPulse, the integration of telematic sensors on railcars enables the generation of valuable data, empowering shippers with real-time visibility of railcar and goods movements to make informed decisions and optimize their operations. "We welcome CPKC to the RailPulse Coalition. Together, we will drive transformative change in the rail sector by combining our strengths and fostering a culture of innovation," said David Shannon, General Manager of RailPulse. "This partnership underscores our commitment to shaping the future of rail transportation." Response from RailPulse Members: "The Board of RailPulse is very excited to welcome CPKC," said Mike McClellan, RailPulse Board Chair and Sr. VP &Chief Strategy Officer at Norfolk Southern. "CPKC brings a breadth of railroading knowledge to the table, and the insights that CPKC will be able to contribute from operating in 3 countries will be invaluable as we drive RailPulse to serve all of North America." Forward looking information This news release contains certain forward-looking information and forward-looking statements (collectively, "forward-looking information") within the meaning of applicable securities laws in both the U.S. and Canada. Forward-looking information includes, but is not limited to, statements concerning expectations, beliefs, plans, goals, objectives, assumptions and statements about possible future events, conditions, and results of operations or performance. Forward-looking information may contain statements with words or headings such as "financial expectations", "key assumptions", "will", "anticipate", "believe", "expect", "plan", "should", "commit", "outlook", "guidance" or similar words suggesting future outcomes. This news release contains forward-looking information relating, but not limited, to statements about future technology and the potential for telematics technologies to increase safety, efficiency, and visibility across North America's freight rail industry and CPKC's expected benefits from such future technology. The forward-looking information contained in this news release is based on current expectations, estimates, projections, and assumptions, having regard to CPKC's experience and its perception of historical trends. Forward-looking information involves many inherent risks and uncertainties that could cause actual results to differ materially from the forward-looking information, including but not limited to the factors that are detailed from time to time in reports filed by CPKC with securities regulators in Canada and with the U.S. Securities and Exchange Commission (SEC) in the United States. Reference should be made to "Item 1A - Risk Factors" and "Item 7 - Management's Discussion and Analysis of Financial Condition and Results of Operations - Forward-Looking Statements" in CPKC's annual and interim reports on Form 10-K and 10-Q. Any forward-looking information contained in this news release is made as of the date hereof. Except as required by law, CPKC undertakes no obligation to update publicly or otherwise revise any forward-looking information, or the foregoing assumptions and risks affecting such forward-looking information, whether as a result of new information, future events or otherwise.

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