In this episode, Melissa Schneider VP of Product Marketing & Marketing Operations at GoDaddy shares her observations on strategic adaptability for businesses in light of COVID.
Some topics we discussed include:
- What is strategic adaptability
- Godaddy’s survey of small to medium-sized businesses
- Observations on businesses’ ability to adapt to a changing business environment
- How to create a competitive edge
- Sustainable competitive advantage examples worth noting
- Hallmarks of sustainable businesses that have learned to adapt to changing circumstances
- Why preselling to build influence with your prospects is vital
- The challenge for bigger businesses with strategic adaptability
- How change affects a business’s product messaging
- Product messaging examples that work
- Product messaging framework that can be used
- and much more
00:00 Vinay Koshy: Our guest is the VP of product marketing and global marketing operations at GoDaddy. She leads teams focused on both crafting and delivering best in-class product solutions for GoDaddy's growing base of entrepreneurs and building new ways of working as a global marketing team. Prior to joining GoDaddy in 2013, she held roles in both Product Management and Marketing at Intuit and LinkedIn. Melissa Schneider, welcome to the podcast.
00:31 Melissa Schneider: Thank you for having me.
00:32 Vinay Koshy: Pleasure. Melissa, we'll dive into a bit around strategic conductibility and product messaging, but I'm curious as to how you would say, you're helping businesses create predictable success.
00:49 Melissa Schneider: Oh, wow. Well, GoDaddy focuses... We have over 19 million small businesses that we work to serve and solve for every day. The ways that we're thinking about helping them succeed are many and varying, but truly we think about providing them with all of the tools and help they need to succeed online, rooting them in getting started with that very first online presence that's going to get them those very first customers, and then taking them all the way up to a place where they can scale and market, get that next trench of customers, manage the ones that they have, keep them in their portfolio. And so truly every day, we're thinking about "How do we make the smallest of our everyday entrepreneurs successful in a sustainable way?"
01:43 Vinay Koshy: And, Melissa, as you go through the journey, and given your own personal journey, what would you say is your personal area of strength?
01:56 Melissa Schneider: I love team building. So my joy is seeing my team succeed. My team... I have two teams at GoDaddy today, one that focuses on global product marketing, the other that focuses on program management across a variety of marketing functions globally, and my... Every day coming in and building up the strengths of this team, both of these teams, in terms of not only how we're engaging and communicating with our customers about the incredible value that we're working so hard to deliver them in our products, with our products and solutions, but also building up the marketing team that's going to be able to drive those messages home across a variety of channels and marketing execution. So I am a team builder, I love building up really strong empowered teams, and I have the great pleasure of doing that across two functions at GoDaddy.
02:54 Vinay Koshy: Certainly. Both challenging and exciting, I'm sure. But for businesses in a similar space, I'm sure they'd want to know what is... At least from your perspective, what is something in that area strength that you believe that most businesses don't know, but should.
03:14 Melissa Schneider: In terms of building out effective...
03:16 Vinay Koshy: Teams.
03:16 Melissa Schneider: Effective teams?
03:17 Vinay Koshy: Yeah.
03:18 Melissa Schneider: I think it comes down to listening to your employees, deeply understanding their strengths, and also building out teams that are varied in terms of their strength and complementary to one another. So, seeing a team come together where they can learn from one another, seeing the team come together where you're able to have them not only be self-aware and recognize their own strengths, but see the strengths in their peers, in the people that may be more junior than them, and understanding how to find points of leverage across each other to build for their collective greater good, is something that I think I've seen amongst our strongest teams and my strongest teams. A key characteristic and trait, it's all about learning what people are good at, having them pull that out of themselves, and then be able to rely on others.
04:08 Vinay Koshy: Certainly, I would imagine that the circumstances that we find ourselves in the moment, it certainly brings that to the fore in terms of the way that the team adapts both to the current business environment, as well as to personal and other situations as well.
04:27 Melissa Schneider: It's incredibly important. Adaptability is about flexibility. Adaptability is about recognizing where you need to change and grow in ways that you didn't expect, and so having a recognition around where you're strong, where you're weak, whether it's in the context of your team, or in the context of your business model, or your products and being able to recognize it, pivot to face it head-on, is extremely important right now.
04:56 Vinay Koshy: I couldn't agree more. Perhaps for some of our listeners, it would help if we could define strategic adaptability. From your perspective, how would you define that term?
05:10 Melissa Schneider: Yeah. I think about being able to adapt is being really rooted in a few key principles. One is knowing who you are and knowing who you aren't, knowing your customer deeply, being able to react to the unexpected, but always being rooted in the insights that you have come to understand in your business, in your function in the particular part of the market that you're working with. So, knowing who you are, being deeply rooted rooted in that, and then being able to take that knowledge and experiment. Being able to say, "We can come up with a series of very clear hypotheses about what we think these customers that we know so well are going to need in a new and changing time," and being able to get out there and rapidly experiment against that in order to find your new way, which is wholly rooted in your ability to mobilize teams to pivot. So you could have a great group of folks running some experiments, getting a bunch of learning, but you have to then be able to pivot over to what you're learning. So I think strategic adaptability is really about being able to change in line with the confidence in what you know, what you need to go learn, and then getting your teams to go and move and change along with that learning.
06:38 Vinay Koshy: From just listening to what you've been saying, would I be right in saying that a lot of your rationale, for lack of a better term, around helping small businesses is really centered around creating a community, wherein you're helping them grow while they're providing you with the feedback and information necessary to make the adjustments to be that catalyst or that support system, if you will, for small businesses as they look to do that.
07:15 Melissa Schneider: Yeah, absolutely. It's just that first point about knowing your customer. When COVID hit and we immediately recognized that as cities and towns started to go into lockdown, and business, small business, especially the face of small business was going to change. Our first instinct at Godaddy was to go out and start talking to these impacted every day entrepreneurs. We've been talking to them every day for years and years and years, but we needed to say, "Here's what we know, here that we need to go find out. Let's go connect with them as a community and understand exactly... Prove out some hypotheses we have about how they're being impacted, talk to them," and then find the right ways to listen, and then experiment and pivot.
08:04 Melissa Schneider: Getting in and understanding what was going on with small businesses and deeply empathizing with that was the exact drive behind creating openwestand.org, which was a big part of our corporate COVID response, to say, "Hey, small businesses here are a bunch of resources, we have over 65 partners that you can go work with to help save. We can give you tips and tricks and show you what others are doing to adapt during COVID," and that really all came from us saying, "We're listening," from putting our money where our mouth is, in terms of really getting in there, digging in and listening to folks and understanding what they're going through, and then providing resources that made sense for them at the time.
08:50 Vinay Koshy: I think that's key, that ability to actually listen to your customers. A lot of people get a lot of data points and conversations happening, especially in the software as a service space, but aren't necessarily able to elicit the pain points or the issues that businesses are really struggling with in order to further their use case. So I think that's certainly quite important for businesses regardless of its size. The Global Entrepreneurship survey, was that an initial piece of this new COVID type initiative that you were taking, or did that come and hold down the track?
09:34 Melissa Schneider: No... We run an annual survey where we get in and try to really unpack trends that are happening in the small business space among these very small... Again, we call them every day entrepreneurs, to understand, what are they thinking about? What are their concerns? Where do they feel like they have the wind at their backs? And this year ended up being a different year in terms of running that survey for obvious reasons, but I think one of the things that was so exciting that came out of that survey was to see that amongst all of the struggle that small businesses are going through, all of the ways that they are feeling challenged to stay afloat, that we're seeing a great deal of resiliency. And so many of them saying that they are... They're committed to their craft. They're going to... They're doing unique and different things to pivot. They're starting side hustles to help augment their existing revenue streams, and overall, over 60% of them say that they're going to... They're gonna keep going, and they're gonna keep growing, and they're gonna see that growth and be here in 2025, to look back at this time.
10:49 Vinay Koshy: Certainly. Where there any other highlights from the survey that stood out to you?
10:57 Melissa Schneider: One of the things that we had seen as we started digging in and talking to small businesses in general here in the US, and as we ran the Global Survey, we saw this, we saw this come through as well, was just the types of activities that small businesses were starting to engage with that they hadn't really thought about engaging with before. So 50% of them said they were starting some kind of new activity, whether it be marketing, putting their products up on a third-party marketplace, Reaching out to customers and really engaging customers that they hadn't previously been engaging with previously to keep those irons in the fire, and make sure that they were staying engaged so that they could continue to drum up business. You've seen businesses do things like, just completely adapt their business model, go online, but to see half of the respondents saying, "Yeah. We've done something completely net new in the scheme of trying to... Online, in the scheme of trying to pivot our business," it was really exciting to see.
12:05 Vinay Koshy: Would you say that the ability to pivot has really been born out of the fact that they're better... That businesses are better able to read and act on market signals, or is it just the fact that they now have a bunch of tools that allow them to do that and do it very quickly?
12:26 Melissa Schneider: It's absolutely a blend of both. Being in touch with your market, businesses that run the gamut, obviously critically important, keeping your finger on the pulse of, first and foremost, your customers and then also your competitors, is going to increase the likelihood of your speedy reaction time, right?
12:48 Vinay Koshy: Sure yeah.
12:49 Melissa Schneider: It means that you're going to be able to... Whether it's a pandemic, or a new store opening up around the corner, or a new competitor that hits the market, having that... Being able to closely read the market and deeply understand the needs of customers pays off in spades. But it's an incredible amount of help, again, to businesses large and small. The democratization of services that allow you to get online and run a small business like a big business, that allow you to do things that... And operate and modes that you never thought you would. I'm a chef and I'm going to become a online... An online service provider. Right, who knew? I'm gonna teach cooking classes online. So, it really is a blend of both knowing what's happening out there. Again, being so deeply rooted in the pain points and needs of your customers, and then also being at the ready to get out there and deploy the tools that are increasingly available to make change.
13:54 Vinay Koshy: I think this is a key point to highlight, the ability to really know your customers. So what would you say differentiates those who succeed from those who aren't as successful?
14:11 Melissa Schneider: I think that the businesses that I've seen that have really reflected their customers values most closely are the ones that end up having the most loyal... The most loyal customers. They infuse that into their experience, they end up hitting on those unmet needs, and so really surprising and delighting their customers. I think in the past I've been pleasantly surprised by the simple act of spending time with a customer, just walking through their... Walking through their day-to-day, walking in their shoes, not looking at them as a data point, not looking at them as I respondent on a survey, not posing the question that you want answered, but rather listening for your answers in their everyday... Their everyday experience, and it's the simplest thing to do, to go walk in your customers shoes, and it's incredibly, incredibly revealing.
15:15 Vinay Koshy: I was just wondering, how would you recommend we do that in the online space? So, say... At the moment you're in the USA and I'm here in Australia, in situations like that, where customers are so far spread out, how can we create experiences and understand the customer really well, and create experiences that are a win for them?
15:45 Melissa Schneider: So, going through the customer's experience with your products, going through the customer's experience with other products, and really thinking about the full breadth of experiences that they have on a daily basis is something that can be done virtually. We have a tactic that I've used at a number of companies for research, where you run a diary with a customer, "Tell me what you did during your day. What were you thinking about when you woke up in the morning? Where did you log in first? What was the first thing you did on your phone?" And then you can bring that down into a deeper level of detail when it comes to working with either your product offering or a competitor offering. And just, again, that virtual walk in someone's shoes isn't just about saying like, "Hey, go through... Go through my experience and tell me what you think about my thing." But it's walk through this and tell me how it fits into the context of the rest of your life, and it can be... There could be these incredible moments of "Uh-huh! She goes in and she uses the product, it's the first thing she does in the morning, and she's really looking to understand this piece of data, so we'll set her up for success for the rest of her day." Understanding that context would give you a different jumping off point in terms of how you're thinking about the experience you're building. So, there are ways to do that virtually and to get creative with it.
17:15 Vinay Koshy: And with this idea of doing a diary, but with your customers, it's something I hadn't thought of, but how long do you run this for? Is it just a week, time span of a week or longer or...
17:30 Melissa Schneider: Yeah. If you're at a company where you have a researcher who's gonna be able to follow up with customers and run some of these studies, you can do them for a month, you can say, "Here's a series of things I want you to tell me each week about your experience," but even getting a day in the life of someone is... And saying, "Hey, look for Starbucks gift card, would you help me understand phases of your day?" Can definitely unveil some really exciting insights.
18:00 Vinay Koshy: Excellent, what about the ability to experiment, because you just talked about... Or gave an example of the chef who now does online classes, which is quite a pivot. I can understand the need to understand your customers, but being able to look at that information or data and make that pivot to a completely different business model is quite a step. Are there pieces that aren't often talked about to help with that transition?
18:39 Melissa Schneider: I think any transition that you would make under normal circumstances would be really fueled by setting up a really clear set of hypotheses about... That are just rooted... Again, what am I seeing from my customers? What am I seeing out in the market that... And my hypothesis is I should do... If I try X, I'll get a different result based on this, based on this data. So setting up the tool that I use is setting up a learning plan, whether it's a big transition or just one... Or a hypothesis about something small... A new skew we might wanna introduce, or a new way to position a product. Just always get down to a clear articulation of the hypothesis, and then set up just a quick plan to say, whether it's talking to someone or trying something, running a test over email or on my website or on social media, just, "How am I going to validate whether or not my hypothesis is correct."
19:42 Melissa Schneider: Or, "How do I disprove my hypothesis?" I think in times like today, there are a lot of other examples that you could look to, to say, "Someone else has proven this hypothesis for me. I just need to go." So in the case of taking your business model from offline to online, what we're seeing is an incredible urgency to go and get something out there. But at the end of the day, it's still rooted in the belief, the hypothesis that, "I have something people want, I just need a different way to get it to them." And if a tool can provide me, like tools we have at GoDaddy, can provide me the ability to go and make that transition, I'm gonna go... I'm gonna go give it a shot. So... Some of us had the luxury of talking about... In normal times, the ability to build out these robust hypotheses and learning plans. But sometimes, you have to just look at the world around you and say, "Where has someone else already shown that they can go do it? How do I just go get out there and start applying it back to me?"
20:45 Vinay Koshy: I couldn't agree more. Are there aspects that you have noted both from the survey or even personal observations wherein you believe businesses should be devoting some of their time and energy in order to adapt better and faster, but also to build out their competitive advantage?
21:11 Melissa Schneider: I think that small businesses, in particular, are well-served by investing in the capabilities that help them pivot online. So extremely biased in terms of the types of use cases that we're solving for and the people that we're looking to help every day at GoDaddy. But I do think that staying fresh, staying up to speed in terms of what businesses like yours are doing, starting to experiment with different types of services that can help you either expand your business, go deeper with your existing customers, extremely, extremely important. So I think never kind of resting on the laurels of what works for you, but always being out there thinking about what others are doing and how you can start engaging with some of that same technology, is really important.
22:12 Vinay Koshy: I can understand that from a small-to-medium-sized business point of view. What about bigger businesses? What would you say is their challenge in adapting to the current business environment that we find ourselves in?
22:27 Melissa Schneider: It just goes back to that great... One of those first questions you asked about adaptability. And I think some of the biggest hurdles are in not having a firm enough rooting in your customer. Also, not listening and really coming up with a strategy that's rooted in where your customer's pain is and how you need to... Or where the market is moving and how you need to adapt to that. But then also just not having the flexibility and the agility within teams to pivot and mobilize. So with the small business example, I can go and look and say, "Hey, someone is utilizing this channel to go talk to customers like mine. I think I have a place to say something in that channel."... Getting into a new channel, being able to experiment, pivoting teams to go think differently about the way that they do their work. It gets in the way. We get in our own way. So for bigger businesses, I think it's important to have teams that are anchored in your strategy and able to adapt and mobilize in different ways to meet that strategy as it needs to, as itself needs to adapt and change.
23:43 Vinay Koshy: Would you say that there is a case for agility, I think is the term, but is used quite widely nowadays, wherein the businesses or even mapping teams should be agile enough to respond to situations like we find yourselves in at the moment, but also have this almost an ethos of experimentation on a weekly, if not more frequent basis?
24:08 Melissa Schneider: Absolutely. It is firmly ingrained into... The culture of experimentation is firmly ingrained into successful marketing teams. It's certainly something that we talk about every day is: How do we get faster, better? How do we get smarter about our experimentation? And marrying that back to teams that have, again, flexibility in terms of saying, "Here's our goal as a company. Here's our goal as a smaller team. We're all marching against the same goal and so, we can shift and change in order to make that goal happen in the context of changes in the market or in the larger environment, changes for our customers, changes in customer needs." So having a firm goal that folks are aligned to, being able to, cross-functionally, being able to say, "Hey, we're gonna be able to be flexible to move against that while embracing a culture of experimentation that helps us learn about how we should change." Those are two pieces of the puzzle that can really make a big difference in terms of adaptability.
25:17 Vinay Koshy: I love the way GoDaddy's gone about supporting and creating resources very rapidly for your community. But in your conversations and observations, would you say that there were a couple of other standard examples that you know of and could share with us?
25:39 Melissa Schneider: Yeah, we have some great examples of customers that have made just these phenomenal, phenomenal pivots. I actually referenced quite frequently one of the first super exciting things I saw happen locally in my own neighborhood was seeing my local children's bookstore. Just a month into COVID, they were able to set up their own curbside delivery and local delivery practice. It was... And you would just never think about a bookstore that... You Know, who for years they've been looking at losing business to bigger sellers or online sellers and for them to step up and say, "No, we're in this fight, we're a part of the community, and this is how we're going to step up, and we're gonna step up and really fight for our business," was which it just it warmed my heart...
26:40 Vinay Koshy: Definitely.
26:41 Melissa Schneider: And to see them leveraging you know, their a myriad online tools in order to do that just reinforces kind of what we stand for every day, which is just empowering every entrepreneurs to be able to grow their businesses the same way they see big business being able to get out there and get customers and communicate with those customers.
27:03 Vinay Koshy: Certainly. Again, I'm thinking as you're sharing this, that a lot of this activity is really about building that trust. And with trust comes the influence, in terms of the recommendations, or some of the ideas that we talk about within our communities. What would you say is a key path of building influence? I mean, there's a lot of talk around creating information and content and things of that nature. But is there more to it, we touched on experience as well, but is there more to this idea of building up influence?
27:44 Melissa Schneider: Well, building up influence, I think really starts with your viewer, the person who is engaging with your... Your customer, the person who's engaging with your brand, recognize... Like seeing themselves in you. And, you know, ways to do that are to align yourself with causes that you believe that your customers, your prospects are also aligned with, right, how that kind of sense of shared value with them, showing customers that look like them, showing people that look like them, having engaged with your brand, kind of having that, we talked about borrowed equity in the context of, celebrities or brands, but I mean, truly having the equity of social proof, having someone who looks like your prospect or customer being part of your story, again, just kinda creates that connection back to between you and that prospect that you're trying to reach. And it solidifies that sense that you have a sense of authority, you have the ability to talk to them about the things that they're interested in, and they're going to want to engage with you on those.
29:05 Vinay Koshy: Yeah. I noticed that you're also offering free tools, as part of Open We Stand. I can imagine that being able to use tools for free to get started is also a confidence-building experience, both in the brand as well as in their own abilities. Is there a way that service providers could do something similar?
29:32 Melissa Schneider: Absolutely. You know, one of the things that we've seen, that one of the actions that we've seen small businesses taking is finding ways to get people to come in and virtually use their product or service, offering a gesture of goodwill during COVID times in particular is something that we've seen businesses large and small do, and in our own everyday experience, but I think smaller service providers absolutely reaching across and saying, "Now more than ever, I recognize you might be timid about engaging with this service. Let's go ahead and do an online consult completely free or lemme extend a free offer to you." Yeah, there's incredible power in the try before you buy, giving someone the experience before they're going to engage and pay with you and pay you for that service. So that's a tactic, you know, a business of any size should really think about using to grow their customer base.
30:39 Vinay Koshy: So I guess that ties into the next question, which is, how does change affect product messaging?
30:47 Melissa Schneider: So I think as we're talking about adaptability and understanding, understanding customers, product messaging shift is a constantly evolving thing. It evolves as your value prop grows and changes. It evolves in terms of market dynamics, and the things that customers feel are potentially more important to them than they were before. As I think about the world that we're in right now, we look at the need to transact online, the need to execute your business online in ways that you didn't think about before, becoming a e-commerce business when you didn't know you were an e-commerce business. And so as we think about, as my team and GoDaddy, as we're thinking about, our products and services, for sure, we say, "Hey, how is the world and the market adapting? And how do we think about those reasons to believe that sit underneath our value propositions and our value propositions themselves, and how they manage to change to highlight the fact that that e-commerce capability that you weren't necessarily thinking about before, it's there, we have it for you, it wasn't necessarily something that would have popped previously. But let's make sure that we kind of shift and adapt to make sure it's very clear that those capabilities are available for people, more people need them.
32:18 Melissa Schneider: So product messaging should always be changing. It should always be evolving. And then there are some very real moments in time and insights that you're going to get that are going to say, "Hey, let's take a key part of our message and make sure that it's louder and coming through more strongly than it was before."
32:36 Vinay Koshy: Certainly. Are there examples that come to mind of people who've successfully managed that message change? Maybe sometimes.
32:45 Melissa Schneider: Yeah. Nothing coming to mind. 'Cause at the top of my head I almost thought that I... But I would just reinforce the example that I just gave, in terms of what we've been looking at it, at GoDaddy, which is, as we've seen a number of different dynamics across the small business space, we've recognized the need to up-level certain messages around certain capabilities, to make sure that certain value propositions are coming through more clearly, in terms of ways that you can adapt and use our offerings in the context of adapting your business. So I'm in it right now, in terms of changing messaging. And of course, there are always examples of where brands over time, have had to change their message or product lines have had to change their messages to reflect, again, changing dynamics in the market and or the way that their product itself has worked and change.
33:54 Vinay Koshy: Is there a framework that you use or would recommend to businesses, in order to better craft their messaging?
34:03 Melissa Schneider: Yeah, there's a very basic formula that we think about, from a messaging perspective, that really starts with being rooted in your core value proposition. So you've gone out and you have a product, you have a service, you have... You've done the research to validate why customers care so deeply about a product or service like yours, what is that unique value proposition that you can articulate very clearly, that just says, "Here's how we're going to solve for that pain point that you have, in a very concise way." And that follows up with a series of reasons to believe that just support that value proposition, let's say, "Why would I believe you?" And really powerful reasons to believe, are claims about success that customers will see with you, that support that value proposition, that other customers have seen, a visuals, a demo of what the product or service actually looks like.
35:10 Melissa Schneider: I believe because I can see it happening in front of me, comparisons to competitors, so we are the cheapest solution for X, and that's out there in the market, and why would I believe you, here's the direct comparison, and social proof, just... Why would you believe that we are going to be the best way to accomplish a certain goal or to achieve a certain amount of value, here are the five million customers that can vouch for us, here are the five-star reviews that will show you how we've been able to achieve this success for others. So just deep customer understanding that... And of a certain pain point, that ladders back to a way that you're gonna uniquely solve that, and then the very succinct list of ways that you can help prop up that value proposition. That's a very basic formula, it's a lot of experimentation to get it to a good place, and then as soon as you get there, you're just looking for the next way to make it better, so it's ongoing evolution.
36:21 Vinay Koshy: And assuming that the messaging fits, I guess another aspect that businesses could look at, is that of collaboration. Have you seen examples of that happening within your community, where businesses are coming together to co-create solutions or even content, in order to help their respective communities?
36:45 Melissa Schneider: Well, small business owners, our customers in particular, are... Truly feel like they are part of a broader community, supporting each other, and we've found that they're very resilient and they're focused on seeing themselves through the ups and downs that... Pandemic or not, being a small business owner, being an entrepreneur, is full of ups and downs, but they're also very committed to their communities. One thing that I would just say is that, there's a community of organizations that are very focused on helping small business owners as well, and one of the things that made me just so happy to see, is how not only... We saw small businesses rising to the occasion, but saw all of these businesses and partners of GoDaddy's companies that we hadn't previously worked with, that believed in coming together to help small businesses, coming together in our own sort of community. So I believe that this current situation has created a number of different opportunities for businesses, large and small, to come together to solve for the greater good.
38:06 Vinay Koshy: Certainly. Melissa, is there an aspect of strategic adaptability, or even product messaging that we haven't really touched upon, but you feel that we should bring to the fold?
38:23 Melissa Schneider: We haven't talked a lot about... Talked a lot about... We talked a lot about messaging, but haven't really talked about a lot about the experience, and I think that being adaptable is both, in terms of the face that you put out there into the world, but also in terms of the way you build and adapt your experience for what's happening in the market, for what's happening to your customers, and we talked a little bit about competitive advantage and how you stand out, and I think so much of that is in building an experience that says, "I know you as a customer, I deeply understand your pain points," marrying that back with a great message is really powerful, in terms of building a product and a brand that your customers will trust and stay with.
39:22 Vinay Koshy: Certainly. Question on that. Would you say that if you were to collaborate with a partner who also had access to your target audience, that you would potentially be able to scale and find fit, through that process, faster than you would, if you were to try and reach out to a customer one-on-one?
39:52 Melissa Schneider: Absolutely, absolutely. I think any good business strategy involves looking at where you can partner as effectively as if you could... Or more effectively rather than building or buying yourself. So we have a number of partners at GoDaddy, who are looking at our same target market, or solving for similar needs, but we're better together, at the end of the day, in terms of coming at different customer pain points from multiple different angles.
40:29 Vinay Koshy: Melissa, thanks so much for all this. If you were listening to this episode, what would you say is your top takeaway?
40:39 Melissa Schneider: Listen to your customer. Actively listen to your customer. There are so many creative ways to go and do that, and it's more important than ever.
40:48 Vinay Koshy: Certainly. Melissa, GoDaddy is obviously the website that people should head to, but is there any other place that you would recommend listeners head to, in order to connect with you or to find out a bit more?
41:03 Melissa Schneider: Yeah, please visit godaddy.com, but also visit openwestand.org, where you can see the ways that we brought together just a massive community of partners, resources, for the everyday entrepreneur in your life, great examples of other small businesses, like some of the ones I've just talked about, who are just doing really amazing, amazing things during this... During this really challenging time. So openwestand.org.
41:30 Vinay Koshy: Terrific, Melissa, thanks so much for this.
41:33 Melissa Schneider: Thank you.
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