So What? Crisis Comms and Generative AI

Hello, everybody. Welcome to So What, the Trust Insights Marketing and Analytics Insight podcast and live stream coming to you today. You've got the second team. We've got Katie. So, but they've let the lunatics run the asylum.

I love it when they let us do this. Great. They're like, Chris or John and Jinny, you can take over. And we're like, yes. I totally get that Kermit the Frog thing.

I'm like, Yay! So it's so funny. So Ginny Dietrich is here with us from Spin Sucks and Armin Dietrich. She is a specialist on crisis communications. That's what we're talking about today.

But yeah, I had to laugh too because we always end up laughing and having a good time. And here we are talking about crisis communications. We're like the worst people to talk about tragedy and you know uh horrible acts. But here we are. This is where we're gonna go.

Yes. Did you watch Succession? No, actually, that's you know, that's on the list is hot, and I know it had such a huge following. And of course, Alan Ruck from who was originally from Ferris Bueller's Day Off, right? My whole life.

Called Cam. And so uh I need to watch that show. But what so what I mean, obviously, that is about what's gonna happen when he dies. We know that whole story. So were you tied into that?

Was that a Yeah? So I just started it probably about a month ago, so I'm super far behind, not as far behind as you are. And I just started the the fourth season, the last season, uh, like on Sunday or Monday. And it's first of all, I mean, talk about things that you are laughing about at other people's demise. These are horrible people, they're terrible human beings.

There's not one redeeming quality, and you can't stop watching. It's like you're sucked into this like toxic bro culture. It's just it's horrible, and you can't stop watching. Oh, yeah. Well, that's you know, when you have huge wealth at stake and people who have no interest in working for a living, I mean, it just gets weird and crazy rapidly.

Yeah, or they want to work, but they want to work in daddy's firm with like CEO titles without any experience. Just show up to catch a paycheck. Yeah, well, that's you know, nice work if you can get that. I mean, I'm not sure faulting anybody from from doing it. All right, so we do have to step back for folks that don't know anything about crisis communications.

Um, you know, give us just the thumbnail sketch of like, okay, what is crisis comms? What are you needs to get done and what are the basic steps that uh put it together? You know, it used to be that in in communications, you had a really specific specialty in crisis because it didn't happen very often, and it didn't happen to many companies. And it would be things like natural disaster would take out the the organization, like manufacturing plans. It would be a chemical spill, it would be you know, the death of an executive untimely death, the death of an executive, unexpected.

Uh, so things like that that you know are completely out of your control, and typically don't hand don't happen to most organizations. And then social media came along, and all of a sudden, right, everybody had a megaphone, and somebody can create a crisis for an organization pretty fast, and it can happen overnight while you're sleeping, it can happen, you know, while you're watching football, like it can it can happen instantaneously. And so one of the things, and it can happen to every organization, every organization, nobody's immune anymore. So, one of the things we always talk about with clients is there's a difference between issues and crisis, and a crisis is something that's going to hurt your bottom line or it's going to hurt your reputation. So things like, you know, we don't hear from Paula Dean anymore because she had that huge crisis and sort of just disappeared from the world because it hurt her reputation so much.

Um, Planned Parenthood had a pretty big crisis when they decided, or not Planned Parenthood, um the big walk. Oh, Coleman. Thank you. Coleman had a big pretty big crisis when they decided to defund Planned Parenthood. So, like, and it that for them, it hurt both reputation and bottom line because they didn't handle it correctly.

And the the executive director kept flip-flopping on her answers. So you look at those kinds of things and you think, okay, well, maybe something like that will never happen. And usually a social media quote unquote crisis is an issue. So an issue is something that you have to deal with, and it might be, it might happen, you know, in 24 hours, and you have to get you have to stay up to beat on it and make sure that it doesn't develop into a crisis, but most of the things that you'll deal with day to day is an issue. It's not actually a crisis.

Right. And so, and now that you've explained that a little bit more too, it does make sense to me. So, was this primarily it would be specialist agencies that would handle this? Because just like you said, a big company wouldn't want a full-time person because it's just kind of like, well, we paid these folks a chunk of money here and it gets built, and then what they would just get called on if it actually went on fire. Yeah, yeah, yeah.

Yeah. So one of the things that we do is clients pay us a pretty small retainer every month just to have us keep an eye on things and then say, actually, this is bubbling up. We think this might be affecting you. Like we're working on something right now where I was scrolling through Facebook where a lot of the conversations happen and on Monday or Tuesday, and I was like, oh, this could be a problem. And so I immediately called and said, hey, listen, this could be a problem.

And so we crafted a statement and got ready for it. It actually didn't explode the way I thought it was going to, which is great, but had it happened, we would have been prepared. So they keep lots of clients keep us on a very small retainer, just a monthly retainer just to do that and kind of keep an eye on things and consult based on what we're seeing out there in the world. Right. And so now, as you mentioned, in this day and age, of course, anything could pop at any time.

Where do you prescribe companies to keep that? Like obviously, maybe they're not gonna be a full time person, but still like there's got to be somebody in some department that's like, okay, you're responsible for making sure we've got an agency and there's a plan. Like, where do you tell people they should be keeping that? It's it's really interesting. Usually it I think it belongs to communications.

Um, but we've seen a pr pretty big shift in recent years to HR and some to customer service. I think we have of our crisis clients, I would say half our HR and then the other half are split between customer service and comms. Um, but really when you're talking about especially crisis communications, it really should belong to comms. Usually when it's not, when it goes to a different department, it's because the they either don't have a comms person or the comms person is is inexperienced and doesn't know how to handle all this. That's it, you know, and now that we we've talked through that, the light kind of went on for me.

It's just like the kind of sales marketing, product marketing thing, in that in some ways it doesn't matter where it ends up, but the key is they have to communicate across all those. Because like if it's HR, it's totally internal. And if it's um external, it's all communications. And if it's a customer, you've got customers. So like all those have to be tied in.

It's across the board. Yeah, you're exactly right. Um, so we've talked about kind of where it is and where it goes. Now the big thing is where do you go next? Now we were talking about using AI.

So I, you know, Chris had me fire up chat GPT. I was like, oh, do I want to use BARD for this? He's like, no, GPT is the way to go. And I can even I'll show this off here. You can take a look at see what the um what the machine told me the answer should be, you know, where it should go.

All right, let's see. Here we go. Yeah. So this is where it came up. I was surprised.

It came up with a very in-depth um set of instructions. You know, I mean, it was basically it was kind of like if you were the person that got tasked to do this, here's the steps that you should take. And it's interesting we can talk about this because it kind of different things took it different ways. But you know, find the crisis, get the team together, develop your communication policy. Um, interesting, established communication protocols was in there.

Yeah, which um we actually, and I gotta totally give a plug here for the Analytics for Marketers uh chat room where we talk about this kind of stuff. Um, we had one of our members was talking about the fact that just having all your communications set up in the channels you want is a huge deal. You know, having emails ready to go, having Facebook posts ready to go, I mean, all that kind of stuff. Um, it was great that this kind of caught um stuff that I thought we should hit. Um, and then yeah, it just keeps kind of going down through, monitor and assess.

Yeah. Um yeah, and they went 16 uh steps deep and even all the way down to continuous and figure out. It looks pretty good. It doesn't tell you, you know, like the number the first one is to plan for potential crises, right? So it doesn't give you the, which is great, which is exactly what you should do, but it doesn't tell you how.

It doesn't give you so this is a great place to start. But like, how do you plan for those? And how do you know if it's an issue or a crisis, and how do you know when the issue is going to become a crisis and what, you know, so so like thinking about is this going to affect our revenue or our reputation? You have to, you know, we we like to have people from different departments in the room when we plan for those things, when we plan those scenarios, because everyone thinks about it differently. Like HR is gonna think about it to your point from an internal perspective, and customer success is gonna think about it from an external perspective.

So we like to have different people from different departments in the room when we plan those scenarios to say, okay, we think, you know, certainly a natural disaster or an active shooter, you know, things like that that you could you could plan for pretty easily if this were to happen. But you know, nobody predicted a pandemic, nobody predicted the social social justice movement, nobody's predicted you know, all these things that have happened to us in the last three years. A crazy person in the White House, you know, stuff like that. Um so you you have to plan as much as you can, but also understand that there's going to be things that happen that you had no clue would happen. And you but you're prepared.

You have your scenarios, you have your key messages to your point. You have emails drafted, you have key messages messages drafted. Sometimes we'll have dark websites where we just have everything there, and if we have to turn on the switch, we turn on the switch. So, you know, you have all of that prepared for the one day that it might happen, and it may never happen, which is fine too. Right, they're ready to go.

But it before we went live, we were talking about you know the difference between having a plan versus somebody calling you up on the phone when the dumpster's already on fire and rolling down the street and where things are at. But let's start with at least, you know, perfect world scenario that you'd like to see. So if a you're dealing with a company, they say, hey, we need, you know, a crisis comes plan, and they come to you. What's the normal process for that? I mean, how do you set it up?

And like you were talking about getting specialists in the room. Like, what's the whole thing with it? Is this like a six-month thing, a full year thing? How does that work? Yeah, usually.

So, first of all, I like to talk about crisis planning as an insurance plan. So it's insurance for your organization, right? If you don't have medical insurance and something happens, you're gonna have to pay out of pocket for your your hospital bill, right? Same thing here. If you don't have a crisis plan and something happens, you're gonna pay through the nose.

I mean, through the nose for crisis, and you're in the middle of it. So you're just like, okay, we just have we have we need the help, we need the expertise, you need to help us. And so you you pay a lot more that way than if you plan for it. So I like to think about it as an insurance program. And and it usually takes, I would say it's it's to up front, it's a two-day process where you sort of plan out your scenarios, figure out who your spokespeople are, you know, what the notification looks like, all of those pieces.

And then you go back, you go back to your desk and you craft everything, and then you have another day with the same group of people to make sure everybody's on the same page, everybody understands who they are, who who does what, and then you practice, you practice what would happen if the what would we do if this happened or this? And we like to practice at least once a quarter. Ideally, you'd practice every six weeks, but once a quarter is usually the the time frame that we get, and you get different people in the room. And I will say as well that even as much as you practice, things are going to happen that you don't expect. And a really good example of that is we were dealing with a crisis earlier this year, and one of our one of the approved spokesperson people, every time he opened his mouth, they the company got a fine.

And it was because he was so nervous, he was saying things that he shouldn't, and he was providing information that was confidential, and one of the federal regulatory agencies would find them. And and it almost always got backtracked, like the fine would go away because then the company would have to go and say, Well, actually, this is what's happening, and here's the paperwork in the backup. But this guy was getting so nervous that he was like convoluting things and saying things that he shouldn't, and and because he was so nervous. And so after the second time it happened, I was like, okay, so we're gonna take away your spokesperson capability, and you can't talk to anybody anymore. And that solved things, but the he was creating all of this chaos for the company just because he was so nervous.

And so you also have to be pre prepare for that kind of stuff. And that's why we like to practice, so that you're prepared should something happen. Yeah, that's something that I had never thought about was the fact that you know it's one thing. Nor did we had a crisis in the crisis to uh to have to clean and pick up. But yeah, that's very interesting as far as rehearsing and be able to have that stuff ready to go so that it's ready to drop.

I guess that's a great argument too for having as much, like you said, dark sites and dark video or whatever, so that you have the time to get it right and you don't slip when you're under the gun and ready to go. And the other thing is you have to work with council on all this to ensure that it so you have if you're doing all that preparation work, you have at least draft key messages approved and emails approved and social media posts approved by council so that you don't have to, you know, go back and forth. And and sometimes when councils involved, you're going, it's it's the middle of the night, like you're working 24-7, and so you like to have all that stuff done, at least the foundation of it approved with council so that you're not doing that kind of work and you're all flustered and stressed out and tired and everything else that goes along with it. Yeah, and that was one of the hot bullets that we were planning on covering today, too, talking about is you know, when not to use generative AI and right there, anything anywhere near legal, you don't want to AI to come and talk to you because it's just asking for disaster there, and so both healthcare, you know, issues too, is another one. Obviously, that's kind of funny.

We should have all the standard disclaimers for AI. It's like I am not a lawyer, I am not a doctor. Right, I'm not an accountant, I am not that GPT is none of those things, and so stay away and uh and stare clear from that. Um and yeah, in another area of you know, what is AI appropriate for for this kind of stuff? I mean, we had two levels of stuff.

Generative AI, you know, creating text, it is great brainstorming stuff. Yep. And I can see, like in this situation here, and I don't know, we have this thing we've been kicking around about how it always gets you to 70%. You know, you can get a good starting point, you can get uh enough to get running with, but then there's that last 30 where you know that's where you can get in real trouble too, is in that last mile, and that's where you need a person to come in. How about as far as so you I like the idea of considering an insurance policy because you've got X amount at risk, and so you're gonna be willing to pay, you know, a specific dollar amount to fix that in the future.

But like, where do you see kind of organization sizes doing this? And I mean, obviously, you must even if it's a small shop, there's still uh benefit to doing some crisis planning, you know, some basic stuff. But kind of where do you see it, you know, become a major thing, and are there any checkpoints when people should need to be saying, like, okay, we've got to have it in place here. I mean, I I personally think everybody should have a crisis plan. Like, we have a crisis plan, and this is what we do for a living, right?

So, and we know, but the reason we have one is to take the emotion out of things because it becomes very emotional, and people get very defensive, and even if it's not, they take it to they take things personally, especially when you have people on social media saying things or attack, they and people will name people, they will say, Well, so and so at this company, and you're just like, That's not that's not the case at all. And the the thing about people on social media is they don't have context, right? They don't know what's going on, but they'll still criticize you. And so people get really defensive. So I would say every organization on earth should at least know how what potential scenarios they might face and know just at least a foundation of how they'll respond because it takes the emotion out and they can go back to the work that they did.

Where we find that organizations actually do full-on planning, they're pretty large organizations. They're not typically organizations that you know, like yours and mine. They're they're they're huge companies. Um, but I do think even if you don't hire a professional, you can sit with a team and say, okay, what are some things we think might become a crisis for us? What are some things we think we might have to deal with?

Maybe it's somebody's mad about their your product, or maybe it's somebody who doesn't feel like they got the right response from customer service, or maybe it's somebody who's just mouthy and has it out for you. Like those are kinds of the kinds of things you be should be thinking about from an issues perspective that you're going to have to deal with, right? I mean, think about when it's been enough years, I don't think I'm gonna give this away to anybody. But when um the crock pot created the fire in this is us, crockpot had to deal with an actual crisis because people were mad that the that their the crock pot had killed a fiction character on a TV show, but crockpot the next day had to deal with a real crisis, so you because people were like throwing out their crock pots and they were all over social media saying don't buy a crock pot, crock pot was like, Oh my gosh, we are sad about this too. That was like a hundred years ago, those crock pots don't exist anymore.

Like I mean, they had, but so you have to think about those kinds of things. Like what could actually happen. Some you know, product, service, those are probably the two big things that you have to think about. Yeah. And so when you go into brainstorm, like you said, so product, you look at everything the product does, everywhere it can go, you look at all your services, everything you can do.

But then how about just things that like loss of executives or other stuff? Do you have other categories or like where else does the range of? So I would say like product, service, so anything to deal with customers, anything to deal internally, and then stuff that's out of side of your control. So we always look at natural disasters. We added active shooters in, unfortunately.

We looked at unexpected deaths of executives and what that means. Um those are probably the three big ones. Yeah, I would say those are the three big ones. That's where it starts. Okay, so now flipping the switch when something is is going down, you know, it's actually happening.

I mean, the big thing that I'm I'm wondering about is uh you've built out your plan on average, how much of the plan does get used. Like I imagine once in a while, death of an executive, you're like, oh yeah, we, you know, it's 100% of what we wrote down. We just follow the steps in order. But then something weird happens. You know, are you still able to use 70 or 80% of your plan?

Or are there disasters where it's you know, you're almost back to zero? How does that usually go when it hits? You're never back to zero because I think in it if you're doing it correctly and you're practicing every quarter, then you're getting the experience of being in front of cameras and in front of the community and in front of customers and employees. So you at least have that experience. So you never lose that piece of it.

And you always have the the key messages are usually drafted based on values and you know what the company is is there to do. So you will tweak those based on what's actually happening, but the foundation of it is what's there. So you've taken out all of the pieces of having to craft new and start all over and stare at a blank sheet of paper and have it approved by council, and starting with, you know, these are our values, and this is how we approach things. One of the things we say to clients all the time, and this is so hard for people, it's so hard. Say I'm sorry.

Not I'm sorry, but or I'm sorry that you know, this they we've had clients who have said, I'm really sorry, but I was really stressed out. Nobody cares that you're stressed out because they're they you've created stress for this person or this community or this group of people, right? So nobody cares. Just say I'm sorry. And it's so hard for people.

But that is the number one thing you can do. Literally say, I'm sorry. I'm sorry. This is what we're gonna do to fix it. Right.

And so what's the usual pushback? I mean, I know my gut is that that's legal, you know, they don't want to open themselves up by admitting they actually did something wrong. Is that or what not necessarily? I think just people in general have a really hard time saying they're sorry and saying I'm sorry genuinely, unauthentically, and not giving an excuse. So I say to clients all the time, I don't want to hear a butt after you're you say I'm sorry.

I'm really sorry this happened. The end. Yeah, yeah. No, the disclaimers just serve to eliminate the original body. That's right.

I mean, and that just happens in life too, right? Like, you know, you'd think it would be easy though. Just take responsibility and walk away. But that's not where we are, I guess. That's not the way it goes.

Um, I wanted to throw out another one. Now you had actually passed over a resource. Uh HubSpot. Yeah, it's just from HubSpot. Right.

And so, you know, as far as this, this was a little bit more of a um it's more of a guide. You know, the the GPT thing was a checklist, I would even say this is more of a guide. Uh so have you actually is this something you used for your work, or you just found this and you said, hey, this is mostly close to what I'm saying. No, I yeah, I I found this just mostly because we can't, I couldn't share one of ours. Um, but I found this, and it's pretty, it's fair.

I I would say it's 70% of the the way we do things. Uh-huh. So that is, yeah, like you said, we're we're again at the 70%. Well, and then, and I totally get that you don't want to share an internal one because it's all filled within, you know, all kinds of insider stuff. But what do those usually look like?

I mean, is that ending up being a hundred page document? I mean, how long did these things get? It used to be that way, and what we found is that wasn't effective. So now what we try to do is one page documents. So we'll say one page for scenarios, one page for protocol, one page for messaging, one page for sort of the process.

You know, if we do a lot of if this then that. So if this happens, then you'll do this. If this happens, then you'll do this. So did this happen? So we do a lot of like that kind of charting out, but we try to do only one page for each of those.

So if you're following the chat GPT, you would have 16 pages and that's it. So it goes, yeah, and like you said, I I totally get that. Everybody knows about, you know, you do these projects with a hundred page binder and it just sits on a shelf. Yeah, people, it wasn't effective. And especially when you're in the throes of things, you're like, okay, where was that?

I can't find it. And yeah, it's not, it's not effective. All right. Yeah, we had another one from the uh forum, Stephen Dill actually threw out there that they are subscribing to LiveSafe for the um higher ed local. Oh, yeah, nice, nice, nice.

Yep. And yeah, I was I did not realize that was kind of a whole area of tools, this idea that you have an app that everybody there can use and you can kind of see where people are and request uh, you know, safety uh checks and things like that. So that was very cool. VectorSolutions.com, give them a free plug for what they've got going. And now let's get to the the crazy stuff.

You know, okay. So we've talked about how it should be done and what you'd like to see done, but what are what are the phone calls that you get? Like with you something where it's like, okay, oh, but I get the plants on fire, or you know, with the uh literally, yeah. Those are the phone calls I get, the plant is on fire. Literally.

And is it a different? Obviously, you must have a whole different set of protocols for that. It's like, okay, if you want me to come in, here's what we're gonna do and how we're gonna do it. Like, what does that look like? Yeah, so um it's very much like it's fast as you can go.

And so it the other thing that I've learned over the years is not only are you trying to fix things, you know, and help them save reputation and r revenue, but you're also building trust with a new client almost usually. So it's somebody who's calling who you've never worked with before, but they've heard you can help, right? And so you're you you at the same time of being thrown into the the dumpster fire with them, you're having to build trust with a group of people who've never you've never worked together before. So you're just trusting that A, they're telling you everything that they should, and they're being open and honest and transparent, and we have discovered over the years that that doesn't always happen. And B, that that we actually know what we're doing.

Like they don't know that we know what we're doing because they've never worked with us before. And so you you have that level as well. And it usually takes a few months to sort of get in your groove. But in the throes of it, in the first, you know, 24 hours, 48 hours, 72 hours sometimes, you know, when the the plant is learn literally blur burning down, you just have to like trust that these people are doing what you've asked them to do, and that we are doing the best job that we can do as well. So it's it's a weird dynamic, it's really strange.

And then you sort of all sit back and go, okay. So tell me how we can like, you know, and then you sort of backtrack into it all. Um, which it's a weird, it's a very strange dynamic because you're thrown into the middle of a crisis with a group of people that you don't you didn't know 24 hours ago. Yeah, and so I mean, do you end up having to be the and now that you it's so funny that you as you give me these stories, suddenly the the possibilities open up. I'm like, oh yeah, that's gotta be the case.

I mean, you must have like the employee that opened his mouth and the bad stuff always came out. You must always stumble upon incompetence, like you you're in a small team trying to fix this, and you find a certain link in the chain is killing it. Are you the one that has to push the tough conversation with the CEO? Uh-huh. Yeah.

Um what I have learned is that if you put it in dollars and cents to them, they get it. So, you know, five years ago, I would have said, you know, this person on your team, every time he opens his mouth, he's causing problems. This time I learned, and the CEO would be like, Yeah, but he's a really good guy and we trust him and blah blah blah. And and he would continue to be the spokesperson. This year, what I said to the CEO was, listen, every time he opens his mouth, this is how much it costs.

And not just from a fine perspective, but in our time having to help you fix it. So it literally is costing you three times what the fine is, and having to go backwards and you know, rebuild your reputation with that fed federal organization because now they think you're trying to pull one over on them when in fact he was just nervous and he was saying things that aren't even true. I mean, he was just saying stuff. And so I when I put it when I put it in dollars and cents to them, they usually go, okay, let's yeah, let's not have him talk anymore. That the the ball finally was up.

I mean, it works. Um we don't need to get into your pricing and how everything works, but I would love a general feel of like, okay, so if you have the foresight and you do the planning and you buy the package and it's on and it, you know, the big one with that is it's on your own timeline. Like you could take a year to build it if you do it ahead of time, versus knocking on Jenny's door when you know the plant has exploded. Like, are you talking 20 times, 100 times, thousand times? Like, how bad does it get?

It's bad. It's very bad. Excellent. Yes, that's it. You're yeah, probably one month of work, and usually you're working for several months is the same as planning.

As the whole planning process. Yeah, no, that's that's not surprising because yeah, uh, having Jenny drive around the middle of the night to go do stuff is seems like that's getting expensive very fast. Yes. All right. How about others anything else that people need to know too?

I don't want to, you know, dig too far and you know, spend a lot of time on this. But are there other things that people need to think about as they're getting these plans together? Or, you know, where should they be um getting the most bang for their buck when they try and get it? Yeah, I mean, I was I based on what I just saw from the chat GPT thing, I think that's a great place to start to create your outline. And you can look at each of those 16 pieces and go, okay, I need to learn more about how to do scenario planning, or I need to understand what this notification process looks like.

Or if I'm going to do if this then that planning, what does that look like? And how do we build that out? Because it can get really overwhelming really fast. And so I think you can use chat GPT to continue to ask it those questions, you know, almost like you're doing using it as a search search tool, which I kind of like better because if you go to Google and ask those questions, you go to all these different websites and you get all this information. And but on chat GPT, it's like, okay, well, you'll do this, this, and this.

And it continues to get dig deep into your your outline. And then do go online. There are lots of great templates. The I I did a quick search when you asked yesterday, um, and I found that HubSpot one because and I I like that one the best. I probably looked at six or seven of them, and I like that one the best just because it was comparatively close to what we do.

Um, but you know, you there's plenty of stuff online, and there was one from Asana that was pretty good. The project management tools all had crisis plans, which I thought was interesting, but um, but you can easily do that as well just to get yourself started. Oh, that's funny. Yeah, that's a great point because any of those tools, if they've got a template in their own tool, they're they're trying to hook in with that. So that's a smart marketing play.

I have to give you credit for that. Um, I did want to talk about other AI stuff too, just to throw out there for people. Okay, so we've talked it, you know, you hit it right on the head. It's generative AI is a better, well, the chat tools are a better tool than just plain old Google search. You'll be able to go deeper and go further.

And this applies across all departments. Trust Insights, we do this kind of consulting too. So if you want to find out about using the same type of analysis and work for human resources or product marketing or any of the other channels, we can do that stuff. But then the other one that gets missed with this is using AIN models just for data analysis. We see a lot of stuff where you know, we'll take your call center and go in and find out what the level of anger or happiness is with products across the board.

And that kind of stuff is great for planning and can even give you insights beyond crisis planning, but also for revenue opportunities or upsells or things like that. So I wanted to make sure we give that a quick plug. Um other front studio. All right, so I did have to say, you know, since I was already playing around in chat GPT, I had to ask it about Peso to see what it had to say. Oh, yeah, I gotta see this.

And uh yeah, I haven't done that. I should do that. It was interesting where it came out, and I was surprised that it actually let me grab the right prompt here. Here we go. Uh all right.

Before I have the big reveal, I have to make sure I have this totally cued right. All right. Oh, you're okay. Thank you. Special guest star here, keeping his okay.

We said, What is uh describe the peso model public relations and it came straight out with PESO and basic rundown of what everything was. So it was pretty tight. Um, of course, the one thing that was missing in all of this, which was the next thing I said, who is the creator of the model? And it did come through. So it got you.

You are good. Very good. A prominent figure. Wow. Look at that.

Yeah, so uh it they managed to scrape the right stuff. They've got you as the person behind us. You've worked very hard at that. So that's good. And get that together.

Um, but so that was yeah, I wanted to share that with you before we wrapped up. I don't know. How about anything else before we uh throw on the towel? We had had some folks with a few questions in the chat room. Um, but and the most basic one is if people want to get in touch with you, what's the best way to do that?

Uh spin sex.com. That's easy. All right, that sounds good. Uh with that, yeah, I think we're good. Let me see if there's anything else.

We have to meet Olivia Benson. Here, let me pop the screen so we can get uh full full view. There we go. Dog fans love a good girl. Katie and Chris will approve, so that'll be excellent.

That's gonna do it for this week. We will catch up with you uh next week. Uh we've got marketing props B2B. So uh we'll find out what the story with that is. But Ginny, thanks for joining us.

Always a pleasure, John. All right, that'll do it for this week. We will talk to you next week and uh see you over at Trust Insights.ai or join us at Analytics for Marketers, and we'll talk to you later.