Campaign Thinking vs Continuous Infrastructure

[The GTM Reset Show]

This is show 7 and it's kind of like a transitional show - the previous shows have all had lots of slides and I'll still do that for the future shows, but today I want to make a serious point, I've got a few slide or stats to show you a bit later.  So the title of today's show is 'campaign thinking versus continuous infrastructure', and I want to start by telling you why those words are sitting opposite each other rather than next to each other.

For the past 70 years, B2Bs have been told to think in campaigns. Quarterly pushes, product launches, demand generation sprints, ABM cycles. Plan it, run it, measure it, declare a result, move to the next one. Every B2B in the country is doing it. And every B2B is getting roughly the same outcome. Modest gains, occasional spikes, and a constant feeling that you are running to stand still.

Continuous infrastructure is something different. It is what happens when you stop running campaigns and start building a system that operates every day, in front of your entire market, without stopping. No start date. No end date. No quarterly review. Just constant, scaled visibility. And the reason I want to talk about it today is that I have been operating a continuous infrastructure model for three years, and the numbers are now in.

So this is not a theoretical show. This is not me telling you what should work. This is me showing you what does work, with the data, the screenshots, and the receipts. And then, at the end, I am going to tell you what most B2B advisers won't. That if you keep following the herd, the herd will take you off a cliff. And that there is, most definitely another way.

If you don't know already, my name is Nigel Maine, I have spent over 40 years in direct B2B sales and marketing, and I run salesXchange. Today I am going to walk you through exactly why campaign thinking has been a structural mistake, what continuous infrastructure looks like in practice, and why the proof for all of it is sitting on my own LinkedIn account, my own download data, and Google's own AI.

Let's get into it.

The Reality Is — Your Market Does Not Know You Exist

Let's go back to that opening point, because it matters. You think about your business 24/7. The market doesn't. And if they did know you existed, what percentage do you think you're connecting with on a regular basis?

Most businesses attempt this one prospect at a time. BDRs, SDRs, telesales, one call, one click, one ad. You selected your product. You selected your market, no one else did. You chose this life. The market didn't choose you. So now we've set the scene, now we're on the attack. And the question is, how much of your total addressable market do you actually reach?

The critical problem for most businesses is that we simply can't weather the storm, any storm. Our exposure and our effort happens one company at a time, one prospect at a time, one call, one pay-per-click, one advert at a time. This is absolute madness, especially when all the technology and the resources are right there at our fingertips.

You're the entrepreneur. You're not the marketing department. The fact that the same resources and the same mechanisms keep getting used, year after year, points to zero creativity, zero effort, and people simply going through the motions. Month in, month out.

This is the point where I had to stop and realise. Oh crap. What have we been doing!

There's a Structural Failure of the B2B Model

But first, you need to be aware EVERYTHING can change spectacularly. But before that, you need to understand and compare the mechanisms, / the mechanics, / and the ratios of new business development.

And I am not talking about the stats you've been given for the past decade. As CEOs, you must challenge this. You have to know it for yourself. And then, imagine what if... I won't say 'blue sky thinking' or '50,000ft helicopter view', I'm say imagine if your business really did start fly !!!

And if you do challenge everything, the outcome is a thriving and secure company achieving greater success than ever before. Or you can say no. We want to stay as we are. Everyone is comfortable with the status quo. My team are happy for me to carry the can. And if, like the 85,000 businesses that went bust in the past 12 months, you lose everything, and they'll walk into new jobs and you won't.

[Rogers Technology Curve]

Now you might be sitting there thinking this is just another technology adoption curve. Everett Rogers, early adopters, late majority, all of that. It isn't. This is not about buying the same technology dressed up differently. This is about a fundamental change in how we as B2Bs approach and generate new business. To thrive, not just to survive.

The System(s) We - You Were Sold]. It's easy to see how us B2B have been conditioned. We have to rethink how we as B2Bs present ourselves to our markets. If we look back over the past few decades, it is possible to chart exactly how we have been told to sell. Not just marketing our businesses, but all of it. Every step of the way, B2Bs have been led, misled, cajoled, intimidated, and virtually ridiculed into buying into the whole MarTech machine. The whole ecosystem.

A study a while ago said there were over 30,000 SaaS platforms, this was before the AI explosion. Of them, 15,000 are MarTech-related. On top of that, we know there are universities, degrees, diplomas, YouTube channels, podcasts, and websites by the million. And every one of them, whether they are saying exactly the same thing. And no one asks why.

Consumer marketing even had its own TV series with  MAD Men. Mel Gibson and Holly Hunter starred in What Women Want. Every film, every show, every series, every podcast about marketing reinforces the imposed and expected narrative. This is what you are expected to do.

People in the marketing software companies engage with and court the employees in the companies who are called CMOs, or Chief Marketing Officers, and their respective marketing teams. Those marketers in turn communicate and advise CEOs, who then agree to large sums of money to keep the marketing machine going. All under the assumption that they are being told the truth, and that the strategies and tactics are verifiable.  / But here is the 60,000-dollar question. Verifiable for whom?  This latest research reveals that every business has marketing automation, and pretty much the same types of software. Different manufacturers, but ostensibly they are all the same.

Why It Never Changes

Add to that, a cookie-cut infrastructure. The same repeatable strategies and the same tactics, transferred from one company to the next. Either by marketing personnel changing jobs, or new businesses appointing a CMO at the time of startup. Either way, the strategies never change.

You already have Eloqua, Pardot, Marketo, or HubSpot. And yet you, we, hope to pull a rabbit out of the hat and make a big splash. At least beat the competition.  Just think - every business is set up identically from both a technological, strategic and tactical perspective. 

Today's show title is 'campaign thinking versus continuous infrastructure', // is in itself going to be confusing to sales-related people. Marketers would probably be the first to dismiss what we are saying, because it challenges their entire existence. You employ them to keep the marketing going. So it would be inconceivable to have something deliver continuous infrastructure. What does that even mean?

We all know what we'd like it to mean. But is it even possible? Oh yes, it is. And I will get to that a bit later.

The important message right now is simply for you to challenge the existing thinking and the existing status quo. Because there is something very wrong with B2B marketing, and the only people it is serving is the marketing industry and its advocates, who are your marketing teams, your employees, and the go-to-market team who are simply getting paid, but are quietly destroying B2Bs, whether they know it or not.

We've been delivered the Illusion of Data and Activity - but it was Consumer Thinking dressed up and applied to B2B

We've all understood that social media is an important part of our business marketing line-up. There're a variety of people who profess to know what the best strategies are, / and those marketers will die on that hill defending what the supposed good and the great tell them.  But what should we actually do?

This is where everything gets really interesting.  Just recently, of course with the help of AI agents and GTP and Claude doing the research, I confirmed that social media platforms post statistics / while stating or mentioning B2B in the descriptions / were in fact consumer statistics. I'm talking about the recommended best times to send posts and the response rates.  And even at ChatGPT standards, the agreed they were more like a punt or a guess.

GPT, after initially researching all the most popular brands and SaaS blogs combined, came up with this // they said a sanitised five posts per day was optimal! Yet LinkedIn allows a profile to post up to 20 times a day. Five posts versus 20, which is interesting, because at this point, when I pushed back GPT had to agree that there were no hard and fast statistics specifically for B2B.  I'll come back to this in a minute.

Looking at Traditional Methods

And I'm talking about the futility of cold calling / the failure rate or success rate depending on how you look at it / is 300 to one / in finding someone who is simply  interested, we know trying to phone someone throughout the day is hit and miss. 300 to one proves that. Because the person you want to speak to, if they don't pick up, they are on holiday, gone to the loo, in a meeting, busy, making coffee. Basically doing anything other than answering the phone. And if the gatekeeper doesn't get rid of you, the intended person will.  The odds for cold calling are abysmal. And on top of that, it's always an unwanted interruption.

Social posts are only slightly different. But in this case, you can never know when someone is going to look at their news feed, and if and when they do, will they choose to spend time reading, watching, engaging, and downloading?  Who knows.

It has become an impossible algorithm to unpick. Not because of the technical complexity, but because every person, every business scenario, every day, and every reason for doing anything / is difficult to define.

Email is another factor in this confusion. // I can only say from our own experience, where we deliberately focus on CEOs and leaders, that our opening and click-through rate bears no resemblance to the statistics we see from the major email service providers.  Ours being jaw-droppingly high - thank goodness!

And then there are the blogs and the well-known people out there. Neil Patel, Gary Vee, Seth Godin, who is, incidentally, credited with the eruption of email spam back in the day. But pretty much everything and everyone we read, see, or hear is based on consumer statistics.

There's a Disconnect Between Reality and Expectation. Bottom line, Sales Knows. Marketing Doesn't.  It might be a lot to take in. So while you're at it, let's look at the investment industry. Yes, we have Dragons' Den in the UK, and in the U.S., there is Shark Tank, and both are focused on consumers.

Looking at the statistics for businesses who have attracted investment, 40 percent fail, 80 percent fail to achieve their own targets, and 95 percent of businesses fail to achieve an ROI for investors. I saw a post by Richard Farley an Ex-Dragon / who said of Pret-a-Porter / they were one of two companies, out of 120 / that achieved what they set out to achieve. So my 95% or 5% OIR for investors is being generous.  But looking at Shark Tank and Dragons' Den, they present a constant expectation of instant success and instant answers. In other words, Genie in the lamp business growth.

And while there are certain benefits for the investors, we are talking about the influences. The media pursues the B2C environment, and if the marketing strategies and tactics are pushed and promoted, by the MarTech SaaS businesses, i.e., their advocates, the marketing employees, the CMOs, and so on, AND they're all talking about and applying the same approach, // so it makes complete sense that the majority of investors will see, or expect to see, the same infrastructures within all the businesses they invest in.

Basically, every business is tarred with the same brush. From Hollywood to podcasts to TV to the masses to the investors, according to them, we are all the same. // I was told a while ago that if you want to get traction for a B2B product, you should give it away for free. That's fine for a consumer product. But it is not so easy for a B2B product that could cost thousands in terms of the product, the installation, or the support costs.  but I guess there's a difference in investors too, not all understand B2B and most do B2C because its more popular and so on./. When this environment is looked at as a whole, there is most definitely a disconnect. B2B has followed B2C strategies and tactics, and no one has challenged them.

I know for a fact B2B salespeople have always known something was off. / They've always known that their experience of finding a prospect, arranging a meeting, doing the demonstration, presentation, and close, bore no resemblance to the hopeful, planned marketing activity from their respective marketing departments.  So it's little wonder there's friction between sales and marketing teams. I say teams, / but neither of them are on the same side.

It seems marketing is simply working in an environment that most people recognise. So employees, board directors, investors and so on. But this seems to be the biggest disconnect ever when it comes to B2B. So if we've all been influenced by film, TV, podcasts, YouTube, and all forms of social media and their platforms, its little wonder that B2Bs find it tough or keep doing the same as they did 50 years ago if they're not being given the whole picture and being given the wrong statistics.

Let's face it, every B2B experiences low sales and constantly desires to be super successful. But we're not selling consumer products in a shop or online. We have to go out and find our business / and instigate new relationships. But the tragedy is / like I said, the information and the data B2Bs have been given is wrong.... I know it is a bitter pill to swallow. But it is what it is.

[Understanding The Fictional Buyer]

Here's the diagnosis - I want to give you a name for the error, because once you can name it, you can't unsee it. The B2B marketing industry runs on the basis of a fictional buyer, seriously. Not an exaggerated buyer. Not an optimistic buyer, but a fictional one. And it's The CEO who reads content at 7am over breakfast. The one who sees a different piece of content again when he gets to the office. The one who gets a third touch at 11am over coffee and a biscuit. The one who's ready for a fourth piece of / long-form thought leadership content / at 3pm during what the persona document calls his afternoon down time.

That CEO or Senior Person, doesn't exist. I have spent 40 years talking to CEOs, and I can tell you with absolute certainty that he does not exist. The real CEOs are firefighting at 11am. They are in a taxi between meetings. They are in a board prep that has overrun. They are dealing with a customer escalation. They're anywhere except sitting calmly with a piece of B2B content in their hand, ready to be nurtured through a six-touch journey.

So where does the fictional CEO come from? Here is the uncomfortable answer. He comes from the people writing the marketing strategy. The marketing manager who PROJECTS her own daily activity onto the buyer. She likes content at 7am, so the CEO must like content at 7am. She drinks coffee at 11am, so the CEO drinks coffee at 11am. She has down time in the afternoon, so the CEO has down time in the afternoon.  It's projection-based persona modelling, and it's the foundational error of the entire industry.

Why the benchmarks are wrong

Now think about what this means for the statistics you have been given. The 0.5 to 1.5 percent click-through rate. The 1 to 2 percent engagement rate. The best time to post is Tuesday at 10am. All of those numbers are aggregated from billions of pieces of content built for the fictional buyer, broadcast at the times the fictional buyer was supposed to be paying attention and then measured against an audience of real CEOs who were doing something completely different.

The benchmarks don't describe how B2B buyers behave. They describe what happens when an industry talks to a buyer who doesn't exist. The 1 percent engagement rate is not a B2B norm. It is the rate at which real CEOs accidentally bump into content built for someone else.

The AI escalation - And it's just got worse. Because now we've got AI.

Look at what is happening on LinkedIn right now. Marketers using Claude, ChatGPT, SEO platforms and a distribution scheduler to produce one post a day. 30 posts a month. They're calling it consistency. They're calling it productivity. And the engagement rate is still sitting at 1 percent, because the audience has not changed.

All AI's done is automate the production of content / aimed at the fictional buyer. The fictional buyer is still fictional. The output cost might have dropped, and the volume has gone up, but the misalignment has scaled with it. The industry is now producing more content for a buyer who doesn't exist / than it ever has / in history. And they're calling that progress.

The challenge

So here is the question. If the buyer / your marketing is built for / doesn't exist, who exactly are you marketing to? And if your engagement rate is sitting at 1 percent / is that a sign of a difficult market / or is it a sign that you're not actually talking to anyone in particular?

Because the alternative, and I am about to show you this in the next segment, is to build for the buyer who actually exists. The one who learns anonymously. The one who decides privately. The one who shows up when they are ready. Not at 7am. Not at 11am. Not at 3pm. But when they are ready.

And when you build for that buyer, the numbers look very different.

[The Proof & Setting the scene]

Right. So I have just told you that the buyer / the industry markets to / doesn't exist. And you would be perfectly right to say to me, ok Nigel, prove that there is another buyer who does. So I am going to.

What I'm saying is that consumer logic / was applied to a market / it doesn't fit, / that the stats you have been given are wrong, and that the entire industry is following a script that no one has stopped to question.

You'd say that's a big claim. And you would be perfectly right to say to me, prove it.  So I will.  / Because for the last three years, while everyone else has been running campaigns, I've been running a continuous infrastructure model / on my own business. Same audience. Same B2B market. Same constraints. The only difference / is that I stopped doing / what the herd does / and started doing what the methodology says.  So here're the numbers.

LinkedIn

Starting with LinkedIn. The last 90 days on my personal LinkedIn account with only, 2700 connections. I've got 20,000 impressions. 1,113 reactions. and 521 comments. That's an 8 percent engagement rate. The average for B2B LinkedIn is 1 to 2 percent. Top quartile is 3 to 5 percent. So 8 percent is the kind of number you see on highly engaged thought-leader profiles, not on a B2B founder talking about marketing infrastructure.

And our comment-to-reaction ratio is 1 to 2.1. The B2B norm is 1 to 8 or 1 to 10. That means people are not just tapping a thumb's-up. They are stopping, thinking, and typing. Comments are the most expensive engagement an audience can give you. And we are getting them at four to five times the typical rate.

Revenue Reset PDF Downloads

Then we've got our PDF downloads These are a three part series that talks about The GTM Reset problem, The GTM Landscape and the GTM Audit we offer.   

[GA4 Slide]

In 8 weeks. 807 downloads.  They're all tracked individually through UTM codes. The industry click-to-download rate for B2B gated content sits between half a percent and one and a half percent. We are running at roughly 15 percent. Ten to twenty times the benchmark.

And this isn't a one-off campaign. The system that delivered those 800 downloads has been running for three years. But for the downloads we've got Eight tracks, we call them tracks / of 30 posts each, that's 240 unique post variants / in continuous rotation. Generated through a Python pipeline that ensures every post is fresh enough to defeat LinkedIn's duplicate content suppression. Overall, we're posting 20 times a day, every day, for three years. // That is what continuous infrastructure looks like. Not a campaign or a sprint, but a system.

[Google Incognito]

Now on to Google - Here's the one that surprised even me (and Claude). So upon instruction by Claude, I opened an incognito window. Typed b2b operating systems into Google. What you will see is Google's AI Overview defining the entire category, citing salesXchange 13 times. Two side panels of salesXchange assets. First organic position. Two out of four featured videos. And paid sponsored ads from Salesloft, Infor, Monday.com, and Sage paying to appear next to my organic result.

Read that again. Established MarTech platforms are paying Google for the privilege of appearing adjacent to a position I built for free. And Google's AI is using my own product's module names, sX Reach, sX Live, sX Connect/Ops, as the generic vocabulary for the category.

I didn't pay for any of that. I didn't pay for and don't run an SEO agency. I didn't chase backlinks. I just kept the infrastructure running for three years, maintained my website content generation and at some point Google decided I was the canonical source.  There you have it.  

[The Shift to Continuous Infrastructure]

Remember this:  Campaigns Rent Attention. Infrastructure Owns It.

So What Actually Works?  

Do I have all the answers? Of course not. But I am doing something about it. I have been analysing this for years, testing, trying different angles, using different technologies, looking at behavioural responses to businesses, and looking at ideal strategies that primarily suit prospects, in other words / the CEOs and the buyers that you, that we, all want to sell to.

On the other hand, it was quite easy. I just kept thinking and analysing what I liked, and what I would do given the situation. What did I dislike? What was my reaction? Because the only reason we ever look at something for our business is to determine if there's going to be a definitive ROI. And if there isn't, they can get lost. I'm busy!

As you can see / the typical campaign thinking / is predicated on the consumer market. Technology and every historic strategy has always been thought of as being reasonably accurate. So the inference is that failure must be 1.the market, 2. the product, or 3. its sales-related failure. But it is never the strategy itself is it?

Repetition, Scale, and Control

The factors that come into play for continuity, and the reasons to pursue it, are decades old. They've just never been exploited in B2B.  / You have start with repetition. Because that's the foundation / but it's got to be effortless. / You need to let your total addressable market know you exist and to do that / you've got to define or establish a method of continuously connecting with them.

So, here's something to think about. Say your total addressable market might is about 10,000 companies. If you think about scale, you can only EVER reach them by broadcasting. There is no other way. You can't call them one at a time to see if they're interested / that'll never get you there / The maths simply don't work / I did a cost illustration in last week's show - it was mad - it cost way too much to keep salespeople busy - you need too many BDRs. 

The foundational and initial objective needs to be / to teach your total addressable market. They need to know why your product can impact their business, and then they need to be taught / how they can implement, execute, and achieve the results that you are stating.

They need to be allowed to self-serve, self-educate, and calculate the ROI for themselves. And when they're ready, they must be able to book meetings directly, in their own time. Because if they can't learn anonymously, buyers will be ambivalent when salespeople try to engage with them, / especially / if they can quietly learn from other businesses instead.

This way, if you've provided open access content, by the time they contact you, they already know you, like you, and trust you. All you need to be concerned with / is maintaining the same professionalism that they experienced when they first saw your website or saw you online, so video or live.

Because we're looking at a continuous infrastructure, from an operational perspective, all you need to do is orchestrate the influx of appointments, routing them to any and all salespeople, wherever they are, nationally or anywhere else in the world, based on availability or technical ability.

The critical point / is to grasp this change. // Before / we all tried to contact our TAM one at a time. Now you can communicate with them at scale, every week. That could be tens, hundreds, or thousands. Who knows. Who cares. You now have continuous repetition. /. A continuous / repetitive / industry / infrastructure. You're constantly seen every day, you're able to educate every day, and you're open to the possibility of / or as I've heard it said / you have to be open to the danger / of selling and meeting new prospects every day.

The Decision and the System

The first place to start is to make sure you and your go-to-market team are all working together, and pulling together in the same direction, that everyone  understands the nature of the problem, and everyone has a clear understanding of what the new solution looks like. I can't stress how serious this problem is, and how important it is for there to be a catalyst for change in B2B new business. And that is why we created a course.

We've all been doing what we've been told to do / or encouraged to do / which is a 70-year-old strategy. Cold calls, one-to-one exposure, ads that we hoped would work. It's not good enough, and it's got to change. And it can, starting right now.

Luckily for you, it is not going to take you years of research and testing. But as I said before, / the pressure in business and in marketing is intense and deliberate, / and we all simply follow, or have followed, our marketing teams. Like I said / they're not the entrepreneurs. They're employed to do a job, because you as CEO have too many other things to think about.

If you're like me, you look at new business development / and you look at what it's cost you when it comes to marketing, / the ad costs, the SaaS costs, the recruitment fees, then the salaries salaries. 80K, 100K, 150K, whatever, plus all the other department costs. But for what? A repeat of last year's performance, / or worse, someone else's performance if they're copying the last place your people came from.

It's virtually impossible to move the needle. Because we have been sold a pup. We have been misled, and we believe the only way to grow is by employing more people, getting investment, or selling out.

And one more thing to think about is Customer success.  And the rise in customer success jobs, can only mean one of two things. A rise in unhappy customers, or an increasing desperation to maintain annual recurring revenue. Either way, it's another symptom of the same underlying problem.

So here's what I want you to take away from this segment, before we move into what continuous infrastructure actually looks like for your business.

Everything I have just shown you was achieved by not following the herd. By not running campaigns, / not buying the same MarTech everyone else / not hiring agencies to do SEO or demand gen / and certainly not interrupting prospects with cold calls or not chasing leads.

I did the opposite. I built visibility infrastructure and let it run. And the data says it works at 10 to 20 times the industry benchmark, in the same B2B market, against the same competitors, on the same platforms.

I am not saying this to brag. I am saying this because everyone listening or watching / has been told / that the way to grow is the way the herd grows. More ads. More SDRs. More tools. More agencies. More campaigns. And the results across the B2B industry are telling you, very clearly, that the herd is wrong.

If a founder in Stone, in Staffordshire, can outperform B2B benchmarks by an order of magnitude using our own system built in-house, the question is not whether continuous infrastructure works. The question is what you are going to do about it.

I've got to say, stop following the herd !!! The herd's walking you off a cliff / and I've just shown you / the alternative's not theoretical. it is operational. Right now. And with the receipts.

The Close — What's Available, When You're Ready

So let me bring this together. / The first stage that's needed in all this / is a change of thinking / and the way to achieve the stimulus / or catalyst / is for you and your team to do our course. It is a 30-hour CPD-certified programme, and it is the only barrier between continuing on your current path or changing your trajectory. This is not about buying a bit of SaaS or MarTech. This is about you and your business understanding what has gone wrong, and what can be done to put it right.

That's why we created the course. It is retraining./ not training.  We are not going back to basics. We are explaining why and how the consumer strategies have influenced B2B, why they do not work, and how broadcast selling is the only way you can achieve / the level of exposure / that your total addressable market actually requires. / And we show you how to align with the people who are actively interested. The 16 percent. And the icing on the cake, is how to do all of this at a fraction of your current costs.

Because beyond the course, we've built the salesXchange operating system. It is a broadcast selling infrastructure designed to give buyers what they want, instead of giving MarTech vendors more of the same. It replaces the fragmented stack, the SDR teams, and the agency relationships and so on / with a single installed infrastructure. It's definitely the system I wish I had 40 years ago, if I designed it then I'd be on my private island or yacht by now.

As a dyed-in-the-wool salesperson, I see this as the most impactful strategy and infrastructure that exists. And I see it as an approach that will revitalise B2Bs everywhere.

Until this course and the operating system existed, there was seemingly no alternative to // marketing automation, demand gen, lead gen, ABM, pay-per-click, and cold calling. and we're not even going near agentic scrape and spam, because they're simply amplifying an already flawed process.

But now you have a choice. An alternative. A different methodology for new business development / based on how buyers and CEOs like you / actually buy. And not how marketing or MarTech would like to think CEOs buy.

The next move is yours. We practise what we preach. We never cold call. We never will. We broadcast. And we make everything we do / available via open access. 

So the message is / learn first / not just you, but your team. Then see the change. Then see the enthusiasm. And then you'll understand how and why this approach is right, how it reduces costs all round, and how it flips profitability.

And if and when, you're ready, so are we.

That's it for this one.  Hope it all made sense.  I've put links in the description for the  PDF downloads I mentioned and naturally there are links below for the course web site for you to take a look - and there's a sample training video for you to check out. 

And of course, if you have any queries or questions don't be shy, please leave a comment or contact me direct on LinkedIn or via our website Contact page, there's also an 0800 number on our website.

That's it, have a great weekend, it's bank holiday on Monday so in the UK so we've got a long weekend to look forward to.  Have a good one and see you next week.

Bye for now.