---
feed: "DANIEL_ON_SLOPE"
codex_section: "S01"
source: VideoTranscript
title: IN_7_Tribe_Marketing
conv_id: video-FNLJ35kzHoE-20130215
share_url: https://www.youtube.com/watch?v=FNLJ35kzHoE
created: 2012-12-12
message_count: 1
category:
  - Tribe Marketing
  - Enterprise Software
summary: In this December 2012 foundational video, Daniel Comp introduces Intelligent Network's Kiosk, Studio, and Tribe software suite while delivering unexpected leadership insights on US enterprise demographics, Product-Market Fit (PMF) imbalances, diffusion of innovations, gap identification, and decision biases. He positions the Tribe platform as a private, owned alternative to public social media for building internal staff and customer tribes, drawing on Seth Godin's Tribes framework and the coming singularity. The talk establishes Daniel and Angelina's credibility through awards and recognitions while inviting leaders to move from working IN their business to working ON it.
keypoints:
  - US business demographics reveal 67% of recorded enterprises are solo operators (47% men, 20% women), with only 20% in the classic 5-500 employee SBA segment, highlighting the scaling challenge most leaders face.
  - No leader excels at all three PMF pillars (Produce/Deliver, Market/Sell, Finance); sustainable growth requires delegating to build a team so the leader works ON the business rather than IN it.
  - Diffusion of innovations shows ~50% market share captured by innovators + early adopters + early majority; tech customers cluster in the first half, with flat sales curves signaling the need for new technology adoption.
  - Market gaps are filled by leaders who present the future (as Angelina models), triggering preferential attachment ('more gets more') through hubs like Amazon, Google, and Microsoft that leverage referrals and affiliate systems.
  - Tribe software enables private, owned social networking for staff and customers—building referral leads, internal culture, and relationships without relying on public platforms like Facebook or LinkedIn—directly supporting Seth Godin's tribe leadership model.
tags:
  - tribe-marketing
  - seth-godin
  - diffusion-of-innovations
  - pmf
  - enterprise-software
  - intelligent-network
  - leadership-development
  - private-social-network
monomyth_stage: 01 - Ordinary World
gameboard_position: "Camp -4: The Ordinary World"
truth_score: 84
entropy_score: Low
tone:
  sentiment: Reflective
  emotions:
    - Earnest
    - Insightful
    - Encouraging
  sycophancy_level: None
  notes: Daniel speaks with calm authority and gentle irony, weaving personal credibility (1997 founding, four world records, Angelina's Hall of Fame and SBA honors) into practical frameworks. Visual aids (pie charts, diffusion curve, orange-circle illusion, preferential attachment simulator) make abstract concepts tangible. Warm, accessible invitation to private consultation.
related_events:
  - video-CX9vjqvDEkg-20140730
  - video-gsQxFMXw1KM-20140822
syndication_status:
  arnie: false
  chris: false
  redmond: false
  clint: false
  pilot: false
ma5_inheritance: None
pre_silicon: false
voice_print: false
codex_candidate: true
phase: "Prologue Scene 0: Introducing Tribe Marketing and the Kiosk-Studio-Tribe Suite (2013)"
enriched_date: 2026-04-19
---
![[FNLJ35kzHoE_b.png]]
### Original YouTube Description

A quick tour of the inTribe software within a historic context of the coming singularity and Seth Godin's 'tribes' presentation at TED.

---

### Cleaned Transcript

**Daniel:** Hello, I'm Daniel Comp. I'm the Chief Information and Technology Officer for Intelligent Network.

The goal of this recording is to give you some unexpected insights, which lead to a greater understanding of your own enterprise. I want to couple that with some ideas and some actions that you can take immediately to grow your company, to recover from some unexpected challenges, or to initiate some long overdue internal changes.

And I want to talk to you as a leader. First I'm going to set the stage with some credibility. I co-founded the company in 1997, and along with Angelina Muzik, my wife and the CEO, we delivered some really impressive solutions to name brands and corporations, both large and small, professional athletes, astronauts, physicians, economic development experts, and municipalities.

Angelina has been nominated into the Texas Women's Hall of Fame and been recognized by U.S. Senator Kay Bailey Hutchinson, as well as Texas Governor Rick Perry. And then twice by the Small Business Administration as their Champion of the Year.

And so in short, we're a privately held company with a reputation and a history of delivering on some pretty big ideas. We're currently working out of our 7th series, and that's our 7th software iteration, which is a product lineup of the Kiosk, the Studio, and Tribe—which is a pretty good segue for me to talk to you as a leader about Seth Godin's book called *Tribes*.

I've been re-reading it lately and thinking about how much the cover here really reminds me what it is to be a leader. If you notice that Seth is right here in the middle, and there are people all over the place here that are running away from the ideas he's presenting while some are being attracted.

What I find really fascinating about the illustration is in some sense the same irony that you and I have at the moment. Think of J.J. Abrams and *Lost* or *Alias* or all of these other creations of his. What's going on right now is that I'm courageously presenting our new product to what I hope to become a large tribe of customers for us. And at the same time, I'm trying to help you understand our product so that it will help you lead your tribe.

So I find it, as I said, very ironic—which is a perfect segue again into talking about your company and your enterprise.

So let me present you with a few what I hope to be unexpected insights into your own enterprise.

First up, let's consider the scale of your enterprise—where it is today and where you'd like it to be in three to five years compared to all the other companies in the United States.

You see, currently there are approximately 32 million businesses that the government has on record. Of those, there are 15 million men in business by themselves, no employees. That's approximately 47% of the pie. There's 6.5 million women in business by themselves, 20%. The small enterprise, which has one to four employees, represents 6.2 million and 20% of the pie. Then there's 4.3 million classic small businesses. These are the businesses that the Small Business Administration, the SBA, goes after for their loans, and they have five to five hundred employees. And then there's the remaining 6,000 which have 500 or more employees and they're large employers.

So where are you now and where would you like to be? And the question usually is, how do I get from where I'm at to where I want to be in this pie over the next three to five years? So it's a matter of finding the right people and the right tools in order to scale your operation.

Next, let's take a look at how your PMF factors stack up. All companies have to produce a product or deliver a service. They have to tell the world and take sales orders and they have to account for it, measure how well they're doing and pay all the bills in order to produce a profit and be sustainable.

Now the thing to consider about your enterprise is how much of your time you spend focused on any one of these: producing the product or delivering the service, telling the world or acquiring a sale, or dealing with the finances of it. And in any one week, you may do one or two or possibly all three of these components of a business depending on the scale of your enterprise.

But what I can assure you is that you're not fabulous at all three. You see, it's psychologically impossible for someone to be beautifully talented and wonderfully brilliant as an industry leader in all three of these areas. That's why you see the large scale companies coming out of teams of people because each of them handle one of these.

And your biggest challenge is to not put yourself right here in the middle with people dependent on you. We say this very simply as working *on* your business, not working *in* your business. In other words, finding someone to handle the marketing, finding someone else to handle the production and service delivery, and finding another person as part of your team to handle the financials while you run the business—working on it rather than in it.

The next illustration to consider is the diffusion of innovations where your market share is represented here in this yellow line. We begin with zero and end at 100 percent. The blue line represents the type of customer, the profiling of your customer if you will. And those that are innovative and early adopters are the first to accept anything new in the marketplace and followed by their early majority. If you acquired all of those, you'd find you have roughly 50 percent of the market share. And then there are the late majority and the laggards—people that adopt things customarily that are proven and have a history to them.

So if you consider your profile of your customers, where do you find them? Are they purchasing because everyone else already has it and they're late? Or are they interested in your product or service because, well, shoot, I really have to do something about it? Or are they on the other spectrum, which is they're always out on the cutting edge? They always need to look forward and be recognized as a leader in the industry.

Well, we have found as a technology company that almost all of our customers are found right in this first half. And there is a good percentage, roughly 20 percent, that we find are not innovative, but they are finding that their sales curve is going flat. And so in order to pick that up again, they come back for a new technology.

There's a fundamental of business that I want us to take a moment to look at. And I'm going to use the cover of *Tribes* because I didn't bring this up a little earlier. And it's the idea of recognizing and developing a solution for the gap. In other words, identifying a gap in the market and then being able to fill that gap with your product or service is very, very critical to getting market share.

And you can see that right here, the majority are currently satisfied with their level of service or product that they're receiving. And there's a small number that are starting to step out of the ranks of the majority here and move toward the leader, like the CEO, like Angelina. And the job there is to present the future and say, "Hey, you can be here instead of where you're currently at."

And you can see this referral mechanism at work in this mathematical simulator of preferential attachment. A simpler term would be "more gets more." And you can see there are some of these hubs that acquire greater market share, and those would be companies like Amazon that used an affiliate program to get more market leads and referrals. Companies like Google and Microsoft and Dell that had the right team, the right tools in place.

And that's our point and goal for this recording: to help you envision where you'd like your company to be.

If you have to make a choice between things, we're easily duped. And the two orange circles demonstrate that. Context can be everything when it comes to making a decision. In this case, I want you to decide which to go with—the bigger orange on the right, the smaller orange on the left. Which of the two is the better and larger opportunity?

And to prove a point that simple things are not always easy, I can simply grab this. You can simply grab this parallel set of lines and demonstrate that the two orange circles are exactly the same size. So let me put this, let me click on this layer and put it back. Holy crap. Okay, get it out of the way.

So which of those two orange ones are the same size or different or bigger or smaller? Okay, put them in here. And that's how easy it is to make decisions and present complex things in simple terms.

Let's recap and consider what our action steps might be.

What I've demonstrated so far is that Angelina and I are both awarded and recognized. We're very personable and we're certainly approachable and accessible as leaders. We're very knowledgeable about developing enterprises and growing your business, not just technology. And we have a product lineup which spans some very interesting gaps in the marketplace extremely well.

If you're most interested in scaling your enterprise and growing, talk to us about Kiosk. If you'd like to work on your enterprise rather than just in it, talk to us about Studio. And if you can identify with the diffusion of innovation—that your sales are going flat and it's time to revamp your current technology—or if your customer base expects you to be a leader, then you want to talk to us about Studio and Tribe.

But particularly if you want to stick your toes into social media but want to do it privately where you own it, not just use a publicly free thing like Facebook or LinkedIn, Tribe helps you develop internal relationships both with your own staff and with your customer base and it can help you develop your referral leads and customer base very, very well.

You've likely heard that phrase "tip of the iceberg." Well, in our case that refers to the fact that if you want to peek under the hood, you have to log in. And so in order to do that, you'll have to go to Intelligent Network, click on Contact, and introduce yourself to Angelina. You can schedule a time to talk with her, have a consultation, and figure out action steps to go from there.

You can also visit Medtripiners if you happen to be an enterprising physician. And by signing up, you can then—we'll talk to you on the phone and you can sign in. We'll put you in a private group to talk to other physicians and other enterprising physicians and surgeons.

If you're a pretty smart woman, you can go to Beautiful Intelligence, join the conversation there by signing up, and Angelina will give you a call, verify you are who you are, because these are private conversations amongst women there.

If you're a woman in business, you can go to Montrepreneurs Network or Montrepreneurs, sign up there, and Angelina will greet you.

And if you're part of the left half, if you will, of the scale pie of businesses—you're a man in business going at solo—then join Mentrepreneurs and I'll greet you there and we can have that conversation that you'd like.

So I'd like to encourage you that you have a number of steps you can take as a leader to draw that tribe together. And just so that you know, we're here for you.

If you take a look at the background through this whole recording, you'll notice that it was shot at all different times of the day. It's taken quite a bit of time to put this together. That's the way we work on our stuff. We're very passionate about it and I think you'll find this very impressive to contact.

Thanks for your time.

---

**CODEX ENTRY**

**Date:** 2013-02-15  
**File:** IN_7_Tribe_Marketing.md  
**Monomyth Stage:** 01 - Ordinary World  
**Gameboard:** Camp -4: The Ordinary World  
**MA5 Domain:** None  
**Summary:** Daniel Comp delivers a foundational 2013 overview of Intelligent Network's Kiosk-Studio-Tribe product suite, using Seth Godin's *Tribes* framework, US business demographics, PMF analysis, diffusion of innovations, and visual decision-bias demonstrations to help leaders build and lead private tribes.  
**Key Insight:** Most enterprises are solo or micro (67% with 0-4 employees), no leader masters all three PMF functions, and Tribe software provides the private infrastructure to move from working *in* the business to working *on* it while capturing the innovative/early-adopter half of the market through owned social networking and preferential attachment.  
**Narrative Significance:** This earliest video in the series introduces the core "Tribe" concept, product architecture, and leadership philosophy that directly seeds the later Digital Franchising mind map and seven-point framework, establishing the ordinary-world baseline for the exponential scaling and intelligent-network vision later codified in Initium and Scotomaville.

---

 **INITIUM.**