Business Brainstorm
Your ideal customer or client:
- is ready for what you have to offer.
- makes a decision based on desire and not fear.
- will benefit the most from what you’re offering.
- values what you offer more than what it costs.
- is willing to pay more than full price (see above).
- shares similar values with you.
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looks to you as an authority, expert, artist, visionary.
Those are the non-negotiables.
The rest is up to you.
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I have a vision for your business. And 3-6 months of ideas, clarity, and strategy. Apply for an Insight Intensive and soar towards success this summer. Click here now!
Business Brainstorm
“How can I reach more customers?”
“How can I get the word out?”
“How can I tell a different story?”
If you don’t have [enough] sales, it must be a promotional problem, right? “If only more people knew about what I have to offer, I would be doing alright.”
Could it be that, instead of an outreach problem, you have an inner reach problem? That what you’ve created isn’t the full extent of what you have to offer?
Could it be that it’s the product that needs changing and not the promotional plan?
While you’re looking to place the burden on the right tactic or promotional channel, the people who are taking notice aren’t buying either. Sure, it could be the price, the copy, the positioning, the reach. And yes, a bigger list and greater market reach certainly help. But could it be the product? It’s likely to be one of the last things you consider.
Recently, Mark Silver wrote about an experience with two different local businesses. He very much values working with small, independent, local businesses. But in both scenarios it appeared that the bigger box store option was going to win out. While a certain set of values was pushing him to settle for what the local businesses had to offer, another set of his values (quality & fit) pushed him to go with the more efficacious offer.
Similarly, Danielle Maveal, from Etsy, asked Megan and I after our talk on pricing, “When do you stop thinking about price and position and start talking about the product?”
In other words, what happens when it’s the product that’s the problem?
This question is especially important in terms of purpose- & values-driven businesses. It’s also incredibly awkward to talk about because if I tell you that the product is the problem, you may hear “you are the problem.”
You raise the handmade, local, or independent flag but does that mean you deserve special consideration? No. While those categories are exceptionally important to me, quality, fit, and value will always be more important.
I will buy a product and spend what I need to to get what I want, what truly works for me.
Mark says:
Your business can be a winner if it has both: you’re effective AND you strongly reflect the most-cared about values of your clients.
“Handmade,” “local,” and “independent” are important value add-ons. They reinforce my buying decision and make me feel good about the money I’m spending. But they won’t change my mind.
As an advocate for conscious consumption, I don’t want consumers to make a buying decision based on the label any more than I do based on a low price.
So before you ask “how to get the word out,” make sure you have clear answers to these questions:
1.) Is my product or service specially designed for the consumer I am aiming to reach? Microbusinesses are better positioned & equipped for making design or experience decisions for their specialty customers. If you don’t know your customer well enough to make those decisions, you need to spend serious time getting to know them.
2.) Is what I’m offering that different from what can be purchased elsewhere? Do serious market research. Know what is on the market and know how you stack up in terms of your customers needs. No excuses.
3.) What precise need does my product or service fill? Every product or service fills a need (though not every need is universal). Don’t pretend yours doesn’t. Know it & name it.
4.) Does my product or service exceed the [quality, convenience, ease of use, etc…] of what’s currently available? Understand how your product or service is innovative within its market. You don’t need to reinvent the wheel but you should have a handle on what’s fresh about what you’re offering.
It’s hard to get the word out about something unremarkable. It’s near impossible to market something that doesn’t have a clear selling point. The real key to thriving as a local, independent, or artisan business is to not be a reasonable facsimile of the big guys.
The key is to use your agility, attention to detail, and intimate relationship to the customer to create something truly great for the people you serve.
No strategy for “getting the word out” will work until you do.
Business Brainstorm
Is your venture a business or a startup?
Are you a manager or an entrepreneur?
Think it’s all semantics? It might be. But it also might be the source of a lot of tension in your day-to-day operations.
Quick Quiz
- Do you make time for creating & investigating new ideas? Yes or No
- Would you prefer to spend most of your business time working for your clients/customers? Yes or No
- Does evolving & changing your business excite & energize you? Yes or No
- Do you prefer getting it right & sticking with it? Yes or No
If you answered “yes” to questions 1 & 3, you’re the entrepreneur-type. If you answered “yes” to question 2 & 4, you’re the manager-type.
Entrepreneurs & Startups
A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty.
— Eric Ries, author of The Lean Startup
Entrepreneurs thrive in environments of uncertainty. Change is a constant – and welcome – companion for these business adventurers. They are on a quest to discover and rediscover a product that creates value, innovation that disrupts a market, and a business that “works.”
Entrepreneurs create & run startups. Startups are businesses driven by the hunt for an unknown prey. Startups must be built for agility. One or 10 wrong moves won’t kill a startup but moving too slowly will. A startup is focused on implementing then learning and then implementing and learning again.
If you’re an entrepreneur running a startup, you probably thrive on short-term projects, experimentation, and learning new techniques.
To do: Make time in your schedule every week for thinking on, designing for, and playing at something new. Don’t succumb to guilt because you’re not spending time hustling for new clients or working on the things that pay the bills. Yes, that’s important but, if you don’t indulge your creative/innovative side, you’ll lose interest in your venture.
Also, be prepared to bring others onto your team quickly, you’ll need support in administration & management to grow the business beyond its initial stages.
Watch out for: Boredom. Recognize that many businesses aren’t meant to remain startups forever. It’s possible for you to get to a point where your desire to create & innovate in your current venture withers away. If you sense this is a possibility, be sure to be building your business so that you can step away from it, either by putting management in place or by selling it.
Also, be mindful of shiny things. Shiny things are projects or ideas that take you away from your true purpose. Novelty is important to you and should be considered carefully but not at the expense of the learning cycle you’re in.
Managers & Businesses
…you switch from riding the rocket to playing the long patient game. You’ve reached a level of business expertise and positioning such that the only way you’re going to get better is to focus on the long game of expertise and market share.
— Charlie Gilkey, Productive Flourishing
Charlie’s series on the stages of business is helpful for both manager-types & entrepreneur-types but especially so for managers.
Managers are focused on greatness. They prefer getting things right the first time and then slowly optimizing from there. They bank on the long tail. They thrive in long-term relationships with customers & clients. Their businesses are powerhouses of word-of-mouth sales. They learn and then implement.
Managers run & maintain businesses. A business is an enterprise with a proven model. It runs like a top. As long as it’s spinning, it’s generating profit.
If you’re a manager, you probably live for doing the work you created your business to do in systems that help you do that work better.
To do: Indulge two of your strengths and create a system for gathering referrals. Incorporate it into your client emails or create marketing geared at existing customers. Make sure your team knows referrals are a priority for you.
Also, reach out to 3rd party perspectives on a regular basis. A business coach, copywriter, or PR specialist might help you see opportunities that would have otherwise been missed.
Watch out for: Getting comfortable. It’s easy to get comfortable cruising along when you’re a seasoned manager and your business is working. But surprises do come. Make a habit of considering different scenarios (both positive & negative) to train or brain to embrace the unknown.
Also, look for opportunities to leverage your (or your team’s) time. When you love the work that you do and create a business for that express purpose, it’s very easy to get comfortable doing that work on a pay-for-play basis. You get paid when you work. It’s difficult to create freedom in a business like this so make time to work out ways to leverage what you do to generate profit.
What does it all mean?
Ventures that succeed over the long haul need both types of people — or more specifically both skill sets. This isn’t a judgement call; there is no better or worse. Understanding what energizes & strengthens you helps you understand how you can serve your own business best.
To begin, grow, or change direction, you’ll need to call on your entrepreneurial skill set. If this is where you thrive, you’re pretty well set. If this is what causes you some pain, get help. To maintain a low-stress business, you’ll need to call on your managerial skill set. If this is where you thrive, again, you’re pretty well set. If this is what causes you some pain, get help.
Running a business is not a solo act. Whether you’re a solo entrepreneur or the focal point of a team, it’s important to realize that there are multiple roles required for keeping your business running smoothly. Neglect a role and you’ll suffer for it.
So tell me – what are you: an entrepreneur or a manager? Answer in the comments and/or click here to tweet it!
Business Brainstorm
I have a thing for worldviews. Always have.
I’ve been studying worldviews since I was a precocious preadolescent. I even majored in worldviews in college (okay, we called it “religion” but it sounds slightly more employable to say “worldviews”). Now, I work on understanding people’s worldviews everyday.
I think about your worldview a lot.
Why? Because you’re either my customer or my potential customer. You’re a follower, a fan, a part of my movement.
Even more often, I’m thinking about the worldviews of the people who follow you. Your [potential] customers.
So what exactly is a worldview?
…the beliefs and expectations and biases [people] have about the world
— Seth Godin
In the study of religion, worldviews are mostly codified. There are sets of beliefs – creeds, commandments, scriptures – that followers adhere to. Because of these beliefs, followers are expected to act in certain ways. What’s expected of followers creates biases that reinforce the belief structure. It’s a cycle that keeps the community strong.
Out in the wild world, worldviews are generally not codified. There are no strict sets of rules for breadwinner moms, scifi enthusiasts, or teenage girls who dig math & code. Yet, if I asked you to analyze a situation that involved a person from one of those groups, you could probably estimate the actions that person would take given what you know about the group she belongs to. Social cues and personal experience would guide you.
See, you do know something about worldviews!
So are you using your customers’ worldviews to serve them better, communicate to them more effectively, and sell more of your products or services? My guess is probably not. My guess is that your business revolves around your worldview. And a lovely worldview it is.
If you have the general feeling that people “don’t get” what you do, that’s why. Here’s how to fix it:
Consider their behaviors.
Talk to any of your followers or customers for a bit and they’re bound to relate to you some things that they “do” that coincides with your business offerings. Remember how actions are the result of biases & expectations? That means if you hone in on the behaviors your ideal clients exhibit, you can reverse engineer some of their core beliefs.
Results are behaviors that are changed or transformed. Determining what results you create allows you to point to a shift your customers desire in their worldview.
Recognize their language.
You likely don’t speak the same language as your customers. I sure as heck don’t! So while you’re gathering information on your customers’ behaviors, pay close attention to the words & phrases they use. They are biased towards those words when describing how they feel, what they do, and what kind of results they’d like to achieve. If you incorporate more of those words while retaining your own voice, you give yourself the chance to truly be heard.
Use your customers’ language to call them to attention & action. Use your language to describe methodology or process.
Determine the context.
We subscribe to different worldviews for all sorts of reasons. In the case of religion, we long for a community of faith and the support of the Divine. In a family, we play the role society has taught us. In a job, we fulfill a job description to the best of our abilities. There are all different sorts of context for the beliefs & expectations your customers have. Learning what particular context your very best customers have helps you to create a more well-rounded image of them.
Paint a picture of the context of the results you provide so that your customers can envision themselves in a transformed worldview.
Once you’ve got the behaviors, language, and context of your customers’ worldview, examine your offers & pitches. Are you describing your behavior or theirs? Are you using your language or theirs? Are you assuming your context or theirs?
Making those – sometimes subtle – adjusts can make all the difference in the world.
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PS What would it be like to have your business questions answered, your energy amped, your focus clear & steady, your priorities organized? There’s a new way to work one-on-one with me to get laser-focused insight into your business and where it’s headed. It’s called an Insight Intensive and it might just be what you’ve been waiting for. Click here now to check it out!
Business Brainstorm, Profit
Last week, Abby Kerr tweeted that, while she’s seen all manner of business blowhards (myself included) wax poetic about motivation, marketing, and productivity, she’s seen very little about actual business development: generating a business model and the like.
So I took that as a personal challenge.
Thanks, Abby.
It’s true. You won’t find much out in the open on business model generation. And what you do find might not mean much to you because it’s either meant for someone in an entirely different industry or it’s so thick in MBA parlance that you could serve it up on a plate.
So let me start at the beginning. And I promise, I’ll reveal some secret sauce at the end of this post that will have you saying, “Huh. So that’s how it works!”
Why should you even care?
Sure, developing a business model can be the drivel that MBAs talk about when they’re trying to sound important. But there is more to it than that.
Do you wonder how to get everything done during the day? Do you wonder if you’ll ever make enough money to justify the business you’ve started? Do you think the answers to your business problems always come down to more traffic, more clicks, more subscribers?
You, my friend, need to understand your business model.
What is a business model?
A business model is the system in which ideas, people, and products come together to generate revenue. In more technical terms, it’s the system in which your value proposition, customer segments, products, cost structure, and channels produce profit.
Your business model isn’t your product, your price, your people, or your value propositions. It’s all of it, working together.
Laying it all out can help you find opportunities for growth, discover what’s not working as it should, and strengthen your own understanding of just how your business works.
This isn’t a “when I have time” kind of exercise. This is now or never.
What kind of business model should you have?
Business owners often make the mistake of thinking that there are several set business models that they can choose from. And true, you could probably put some different business models under the warming lights and dish yourself out the one that looks least frightening at the time.
Unfortunately, that type of business would be about as satisfying as dinner from Old Country Buffet.
There is no perfect business model for life coaches, or knitters, or business consultants, or therapists. I wish there was. Sure there are similarities, best practices, and things that just make sense. But that doesn’t mean it’s set in stone.
In truth, your business model is completely up to you, your strengths, your skills, your customers, and your “I absolutely won’t” list. You do have one of those, right?
Where do you start?
First, you lay out all the puzzle pieces. Business models have a lot of working parts as I mentioned above.
Below, I’m laying out the core pieces. These pieces will help you determine if your idea of how to run your business is viable. As you seek to optimize your business, you’ll need to incorporate the other pieces.
When you’re ready to do that, check out Business Model Generation by Alexander Osterwalder.
You’ll want to grab some pen & paper – or open a mind mapping tool before we get started.
Products & Services
Let’s just start here, not because it’s the most important part but because it’s the most straightforward. What do you sell? What’s on the shelf? What could someone buy right now?
For example, in my business, someone could buy The Art of Earning, Email Marketing Kick Start, group coaching, or one-on-one coaching. Those are the offers on the table. They are all generating revenue, at different rates, regularly.
What do you have on the shelf? Physical products? Digital products? Services? Events? Gigs?
Write down each and put the price next to them.
People
Just who are you selling this stuff too? Who are your potential customers and where are they located? Within your “people” you might have several segments (i.e. beginner, intermediate, and advanced) who have slightly different, but distinct, needs.
For example, at Scoutie Girl, we have DIYers who are looking for inspiration & ideas, we have creative business owners who are looking for information & insight, and we have aspirational creatives who read to experience what they don’t have personal access to on a daily basis.
Write down each customer segment you have. If you know approximately how many exist within that segment, write that down too.
Channels
How are you communicating with your people? Since business in the 21st century is largely based on relationship & connection, it’s insanely important to understand just how many channels you have at your disposal when considering your business plan.
In this case, I have a bunch of channels. The blog, Twitter, Facebook, Google+, speaking, and email marketing are a few. Each of my channels hit different types of people, in different ways.
Write down all the customer communication channels you have available to you.
Activities
This is what you have to do to keep your business running, communicate with customers, and deliver value. Here I would think in terms of thriving and not just administrative tasks all businesses have in common.
For example, for Megan‘s jewelry line, her activities might include designing & developing new pieces, selling at trade shows, pursuing press mentions, researching art & design at museums, and following up with boutique & gallery owners who place orders.
Write down all the activities you need to be doing to make your business thrive.
Costs
This is how much money it takes to run your business, create what you make or offer, and find new customers or clients. It can be vastly different for different types of businesses so it’s important to know what your costs are.
In my case, my costs include email marketing services, web hosting, conference call lines, travel, and PayPal fees, among other things.
Write down everything you spend money on now (or check your tax return!).
It’s all written down. What’s next?
First, seek to better understand the business model you already have.
- What connections could you draw from section to section? Which channels line up with which customer segments? Which activities coordinate with which products? If you’re a visual person, draw out how your business looks to you based on the information you’ve just written down. If you’re more verbal, write down key statements that tie important pieces of information together.
- What appears unnecessary? As your business grows & changes, it’s inevitable that you’ll have parts of your business that just aren’t serving you. Write down what you could remove from your model to simplify your business strategy.
- What’s missing? Inevitably, there are holes in your business model. Is there an underserved customer segment? Are you underutilizing a particularly effective channel? Is there an opportunity to make a connection between a product & an activity? Write down all the opportunities you see in your model.
Next, figure out if what you have is viable.
The first thing you recorded was all the products & services you have available and how much they cost.
- Ideally, how many of each could you produce in a week? Keep in mind most freelancers, coaches, and makers can only produce “work” about 20 hours per week. The rest of the 40 hour work week is spent in support of your business (marketing, admin, learning, etc…).
- Ideally, what would your product spread be? In other words, how many of each would you like to sell in a week out of what you can produce (i.e. 10 hours of coaching, 10 hours on an ecourse OR 20 necklaces, 50 earrings, and 30 bracelets).
- Multiple the cost of each item in your product spread by the number of sales you’d like to achieve. This is the number that is your ideal income based on what you can create and how you’d like to sell it.
Now, when you take into consideration the costs to run your business, is this a number you can live with? Does it feel abundant? Does it feel scary? Does it sound ridiculously low?
Some conclusions you might draw…
You could draw many conclusions from this number.
If the number is very high… and you’re feeling like you’ve just won the lotto… How can you make those numbers reality? Can you reach more customers? Can you attract more appropriate clients? Can you better use the channels you have available to you? Can you move your product spread closer to what you’d like and further from what it is now?
If the number is very low… and you’re feeling like you’re ready to quit… How could you adjust your product spread to create better revenue? Can you raise your prices? Can you create more products by outsourcing? Could you develop a more profit-friendly product or service to boost your bottom line?
If the number just isn’t very exciting… and you’re feeling a bit bored… Can you incorporate one of those missed opportunities into your model? Can you create clearer value propositions & offers? Can you seek strategic partnerships to sweeten the deal?
The Secret Sauce
The truth is that you really don’t know how the businesses you see online (or even in your local community) operate. It’s tempting to try to replicate what you see on the surface. But you miss what’s really going on behind-the-scenes.
Behind-the-scenes is where the magic happens.
Our websites, our storefronts, our social media streams are only facades. Not in a negative way, but in an enticing, get-ya-in-the-door way. The newsletters, the inexpensive products, the retail shops – it’s all to capture the initial lead.
Often, there’s nice revenue being generated there. But it’s not enough to create a thriving business.
What makes the business thrive is how channels, activities, and customer segments are massaged over time to ready customers for a bigger, more profitable offer. You sell earrings to get the full collection purchased later on. You sell at craft shows to prime an audience & catch the attention of wholesale buyers. You deliver an ebook to prep customers to work with you one-on-one. You work in groups to ready a select few for a mastermind program.
I know, I know. You think that’s manipulative? It can be. But it’s not in most cases. In most cases, this is the model that’s required to actually build the most value into the business for both the business owners and the customer.
Everyone comes out on top when a business model is built to deliver higher & higher levels of value over time in more profitable ways.
Odds are, you’ve been focused on the front end because that’s what you’re aware of. You’ve been writing books, creating one-off art pieces, even working one-on-one with clients. But have you identified what could make your business truly profitable on the back end? Could you deliver more & better to your customers over time?
I think you can. I know you can.
Please, let me know the results of your analysis in the comments below. I’m dying to know what you do with this information.
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Want more practical resources for experimenting with your business? Good! ‘Cause business shouldn’t be rocket science. Join me in the lab for lots of FREE resources.
Art of Earning, Business Brainstorm
Earlier this week, I wrote about pricing. Specifically, that most business owners are selling themselves short when they price their work.
Why? They consider “the market” when they determine prices. Smart move.
If you consider the right market.
Most often, they consider a market that’s not pricing properly to begin with. They’re considering “affordability” (that’s a code word for low priority). They’re thinking about volume instead of quality.
They’re playing small because that’s the only game around. Or is it?
The Myth of Volume
What kind of businesses succeed on a volume model? What kind of businesses operate on a razor thin margin? Huge corporations: Walmart, Target, McDonald’s… They have supply chains, human resource policies, and manufacturing systems that support this business model.
You don’t. Don’t pretend volume will make your profitable. Build your business model around delivering exceptional value.
“I used to act on the principle of higher production rate equals greater return. Now I operate on higher value equaling greater return. …
“The idea is that you as an independent are the only one responsible for everything – marketing, selling, creating, building, growing – and as a result you must be very conscious of the advantages this brings to your ability to become self-sufficient within your work.”
— Adam King, How Do You Define Meaningful Work?
Run the numbers. Unless you can – or want to – create 60 of what you make every day, don’t bet on volume.
The best market to consider when pricing your work is the market you want to be in, not the market you’ve ended up in by default.
Businesses don’t thrive “by default.” Businesses thrive when they take the lead on creating something truly worthwhile, something innovative, something that goes beyond a new take on what’s already unnecessary. Businesses thrive when a product or service is the result of a hundred or more careful calculations, when every decision is derived from a distinct perspective.
So what market do you want to be in? When you dream about your successful business, who are your peers? Who is making the waves you want to make? What products or services are unrivaled in your eyes?
Why not price yourself into that market?
Actually, I’m sure you can think of plenty of reasons not to price yourself into that market. And I have plenty of ideas on that (they’re coming in my next post). For now, I want you to consider some specific examples as objectively as possible.
Ask yourself: what’s so different between these businesses & yours?
You wanna run with the big dogs?
John T Unger: an artist with perspective
John T Unger has a unique perspective:
My creative mandate is “sustainable design with an edge.” Just because we’re good doesn’t mean we have to be boring, right? I think there’s a place for rock n’ roll to dance with environmental responsibility in a house shakin’ way. If green products are to compete in the market, they need to be sexy, sleek and chic— cooler than new.
Unger creates unmistakable “firebowls” from recycled materials. He has a large & loyal following that covets his work and supports his vision.
But Unger knows the value of his work to his customers. He knows the statement — the WOW factor — it makes on the front lawn or back porch. His firebowls range from $1500 to $3000 for the readily available models.
Danielle LaPorte: an artist with strategy
Danielle LaPorte retired her $1000 business strategy sessions, Fire Starter Sessions, almost a year ago. And certainly not for lack of clients.
In addition to undying passion, unceasing discipline, and fierce spirituality, LaPorte lives & breathes strategy. Those who committed to a Fire Starter Session with her had complete faith in her ability to give them a $10k, $20k, or $50k idea. Would you be willing to trade $1,000 for $50,000? Thought so.
Decide to rise because you want to expand — your being, your life, your possibilities.
Decide to rise because super powers are meant to be activated and applied in everyday life.
Decide to rise to explore your place in the universe.
LaPorte urges her clients, readers, and fans to rise. Rise to meet her.
Natalie Chanin: an artist with a community
Natalie Chanin‘s collection of handcrafted clothing exists at once in both days gone by & the present. Texture, layers, and tone-on-tone pattern are the hallmarks of this vision-driven brand.
Chanin employs an arsenal of artisans in Alabama to create pieces that range from $3-5,000. Her customers value the unique designs, the attention to detail, and the sustainable lifestyle her clothing represents.
…early in my journey I realized that sewing traditions (and I would go so far as to say survival traditions – everything around food, clothing and shelter) were dying in my community – and communities all over. Very soon after coming home to begin my work with hand sewing, it became clear that it was important to begin to collect stories and techniques about these traditions and to work towards not only incorporating them in my work but using my work as a means towards cultural preservation.
— Natalie Chanin, interview on EcoSalon
For Chanin, who also has a line of DIY kits & books, it’s not enough to stop at good enough, or even great enough. She finds value, as do her clients, in the fullest expression of her vision & values.
Peter Shallard: an artist who fast tracks
Peter Shallard is the shrink for entrepreneurs. He caters to a specific type of clientele, tells it like it is, and is confident of the results he delivers.
But, perhaps most importantly, Shallard understands that the true value he provides to this motivated bunch of clients is an express train to greater success. These are people who are already accomplishing quite a bit. Shallard gets them to bigger & better, faster.
My approach focuses on actionable psychological insight that creates practical, measurable results, making me an ideal choice for the busy entrepreneur who wants to fast-forward success – the kind of person who wants to rapidly leave roadblocks behind and make big things happen quickly.
What’s the express train to success worth to his clients? It’s certainly worth more than the $750 per month for email consultation that is the lowest entrance price to his services.
Shallard believes in enabling enterpreneurs to achieve wealth, freedom, and social impact with as few barriers as possible. Now that’s convenience.
Who is your role model?
Your particular role model probably isn’t on this list. Maybe you dream of being the next Jonathan Adler, Rachel Zoe, Jonathan Fields, Martha Beck, or Kris Carr.
And maybe, just maybe, you’re closer than you think.
Does your business — and the way you & your customers view it — represent your proximity to this dream?
What would you need to change to bring it closer?
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Want to run with the big dogs but don’t know where to start? Know where to start but it scares the %*&@ out of you? It’s time for an Insight Intensive. Let’s spend some quality time breaking it down, making plans, and gather information. Let’s run together – click here for more info.
