Q NPR doesn't have huge promotional dollars like big commercial organizations. It, it, it was very organic, but I, the answer is I don't know. I really don't know. I think we work really hard on making the show great, but that's not always good enough. How did it grow? What, what, what did you guys do to make it grow from Michigan to then Big 10 schools to then beyond.
A I think it's a combination of what you're talking about, which is just longevity, right? If the content is good enough for a specific audience long enough, generally that's a good formula because a lot of people, most people will not stick with the consistency of putting content out for years on end. Like it sounds simple, but most people just cannot maintain that cadence. Like it's a marathon for a lot of people. They burn out after the sprint. You know, the other thing for us in how we grew was we didn't raise venture capital money, right? So in the early days, we had to think about what are all of the Organic, unpaid ways to grow our audience. And the first way we did it was Austin and I said, okay, we have this Michigan market. How do we get people at Michigan to read? And so the model we used in our mind was like this hub and spoke model. Who are the hubs that have access to all these spokes? The spokes being the person we want reading our newsletter. And so what we decided was that was like professors of business classes, or it was presidents of business clubs. And so Austin and I literally just like, You know, pounded the pavement to get into every big business class at Michigan. Lectures with 75 to 500 people. We got it to all the clubs, and we would basically give our spiel at the beginning where we'd say, you know, this is Morning Brew. We're storytelling the business…
AI assessment note: “Austin and I literally just like, You know, pounded the pavement to get into every big business class”