Eric Yim: Building for twenty years instead of twenty days

I'm Eric Yim, and I'm building Protocol Text with year 10 and year 20 in mind. I think the foundations we're setting today need to support something that lasts. For an independent service business owner, that means making decisions you can keep working on while still paying attention to what's happening right now.

Why I'm thinking beyond year one

Be willing to stick in it for the long haul. That's the point I keep coming back to. I think a lot of people want things really quick. They want to make money really fast, and I think I'm willing to stick it out longer than them.

When I talk about building Protocol Text, I'm thinking about year 10 and year 20. The foundations we've set over the last two years, and the foundations we're setting today, are for the long haul. I'm willing to wait out the 20 years instead of just 20 days.

That changes the questions I think are useful. Alongside asking what we can get done this month, we need to ask what that work leaves us with. Will it help us explain the business better? Can we build on it? Will it still mean something when the immediate push is over?

For a service business owner, those questions can help separate work that deserves continued attention from work you're doing simply because you feel pressure to do something.

Give the long view a place in the week

I think the solution is somewhere in the conflict between thinking in the macro and thinking in the micro. By macro, I mean the big vision. By micro, I mean the day-to-day details, the nitty-gritty stuff that actually needs to get done.

A twenty-year view won't make those details disappear. You still have to decide what gets your attention this week. The big vision can help you choose, but you need room to notice when the daily work isn't helping.

My advice is to separate the direction from the method. You might want your business to be known for explaining its work clearly. That's a direction you can stay with. The subjects you cover, the format you use, and the way you review that work can change as you learn.

I think there's a balance in knowing when to move fast and when to slow down. Move on the work you understand. Slow down when you haven't agreed on what you're trying to accomplish or who needs to do it.

A practical exercise for your next marketing decision

Here's an exercise I'd suggest before committing to another round of marketing work. Write down the lasting purpose, the next useful task, what you'll review, and the decision that review could change.

For example, imagine an independent service business whose prospective customers regularly ask what happens before work begins. This is an illustrative example, not a client result.

• Lasting purpose: Help people understand the business's process before they make contact.
• Next useful task: Write a clear explanation of the actual steps, with the owner's input.
• Review: Check accuracy, ask whether customers still find a step confusing, and record any inquiries that mention the explanation.
• Possible decision: Clarify a confusing section, make the page easier to find, or address a different question next.

This gives patience a specific job. You're giving useful work time while checking what you can learn from it. Publishing a page tells you a task is complete. It doesn't, by itself, tell you that the page is bringing in business.

Choose content you can keep building on

I want to offer content that's actually going to last. I think of it as amplifying your legacy. My hope is that ten years from now, the content we make together will still mean something to someone out there.

For a service business, I'd start with explanations grounded in what you know: how you approach the work, what customers need to understand, and why you make certain decisions. Those subjects give you something concrete to return to and improve.

Lasting content still needs attention. If your process changes, update the explanation. If an example no longer represents your work, replace it. The willingness to keep showing up is part of what I mean by building for the long haul.

Frequently asked questions

Does a marketing partner's long-term commitment tell me how soon I'll see results?

No. My willingness to stick with building Protocol Text doesn't establish a results timeline for another business. Ask a partner to distinguish delivery dates from business outcomes, explain what they're basing expectations on, and agree on when you'll review progress. Commitment alone isn't evidence that a particular approach is working.

What if my budget can't support the original plan?

I'd revisit the scope before abandoning the longer-term purpose. Identify what you can maintain accurately and consistently with the time and money available. Ask which work can pause and what needs continued attention. A smaller, clearly agreed plan gives you a more useful basis for decisions than a commitment you can't sustain.

What should I clarify if I want the work to remain useful after changing marketing partners?

Ask who controls the website and accounts, what content and files you'll receive, and how access would transfer if the relationship ends. Get those responsibilities in writing before work begins. If you're investing for the long haul, you need to understand what you'll be able to keep using and updating.