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Episode 310: Serving Customers for the Long Run with Phil Rimmler of DUST Identity

Episode Summary

Phil Rimmler’s entire job revolves around marketing crushed diamonds.

“We help companies attach a digital record to a physical object, similar to inventory management, anti theft detection, things like that. And we do that by crushing up diamonds, literal diamonds, and mixing them with a UV epoxy,” he says.

That UV epoxy, when applied to objects such as fine art, creates a one-of-a-kind tag for the object, and finding customers for this niched product is Phil’s job as Marketing Manager at DUST Identity.

On this episode of Tech Qualified, Phil discusses what it’s like working for a fairly new company selling a product that’s only appealing to particular high-end or high-profile clients such as the military. Phil explains how much of his day-to-day work is detailed ethnographic, user and competitor research to keep DUST both appealing and relevant — particularly during a global pandemic that causes customer needs to change constantly.

“What our efforts are mainly focused on is creating that collateral so that during that customer journey when an organization knows that they want to solve this issue, how can we best position ourselves to seem like the likely and logical and economical answer?” he says.

Guest Profile

phil-rimmler-bio

Key Insights

Episode Highlights

“Unless you are a Friedman or a Paul Krugman, no one really is interested in what you have to say at our level. So really our content is less about thought leadership and it’s more about OK, when we look at the bottom of the funnel and how our customers are evaluating our product, what is content that we can produce that will actually help them make a better decision and ultimately a better evaluation?
“If stakeholder A and stakeholder B need the same information, what’s the best type of collateral that’s going to get that same point across to the different stakeholders? All of those different questions that we have to answer really end up extending the sales cycle a fair amount.”
“The real challenge at the beginning was finding those customers who were willing to learn with us along the way and really give us that necessary feedback in order to grow and mature into a company that has truly achieved product market fit. Honestly, finding those customer partners was and continues to be not only a huge challenge, but also incredibly beneficial, because you really can never start the customer feedback loop too early. And we’ve been fortunate enough to find customers that have been willing to provide that feedback on the fly.”
“We have to express to the CEO that having greater visibility … and greater traceability within your supply chain means that you can stop ordering excesses of supplies just because you’re not sure how much you’re going to need. And ultimately those types of business decisions will significantly alter your bottom line. But before I could even express that I have to get other people to buy in. And those emotional benefits just are not going to be the same.”
“When you think about the total audience that a company has, their needs are completely changing as we speak, and I’m spending the time really researching how my customers’ attitudes and behaviors have changed and less time trying to say, ‘OK, they need something right now, let’s put it out, let’s publish it.’ And, ‘This is what they said that they wanted four months ago, and so now we have all this time, let’s go push that out.’ Because you know what? Frankly, any collateral that your top of the funnel was asking for six months ago — or even three months ago — it might be obsolete now.’
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