Author: cezanne

🚀 Amazon’s Next Move: Expanding Ad Tools to Retailers

January 10, 2025 Retail Listen to Podcast Watch on YouTube
Image of Amazon.com

Amazon has announced a game-changing expansion: retailers can now use Amazon's advertising tools directly on their own online stores! 🛍️ This bold move underscores Amazon’s commitment to its fastest-growing and most lucrative segment: advertising. Far from a simple pivot, it’s a masterstroke that leverages Amazon’s strengths in ad tech and first-party data while addressing slower growth in traditional segments like online and physical stores.

💡 Why Advertising is the Focus

Amazon’s revenue breakdown paints a clear picture of its growth strategy:

  • Online Stores: 40.3%
  • Third-party Seller Services: 24.4%
  • Amazon Web Services (AWS): 15.8%
  • Advertising: 8.2% (fastest-growing 🚀)
  • Subscription Services: 7.0%
  • Physical Stores: 3.5%
  • Other: 0.9%

While Online Stores—once the foundation of Amazon’s empire—are slowing, high-margin areas like Advertising, AWS, and Subscription Services are thriving. 📈 Advertising, in particular, has delivered consistent double-digit growth, becoming a cornerstone of Amazon’s future.

By letting retailers use its ad tools, Amazon takes a logical step toward solidifying its role as a dominant ad-tech player, rivaling Google and Meta in scope and ambition.

📊 Strategic Benefits

🌐 Expanding Beyond Amazon.com

Amazon can now monetize e-commerce activity across the broader internet. This transforms the company from an e-commerce titan into a digital advertising powerhouse, expanding its influence far beyond its own platform.

🚀 Capitalizing on the Retail Media Boom

Retail media networks are surging as companies monetize first-party data. Amazon is already a leader in this space, and extending its tools ensures it remains the go-to platform for performance-driven advertisers.

⚖️ Offsetting Slower-Growth Segments

With Online Stores and Physical Stores delivering slower growth, high-margin advertising offers a scalable and future-proof counterbalance.

🔒 Owning the First-Party Data Advantage

In a privacy-first world, first-party data is gold. Amazon’s tools empower retailers to harness this resource effectively, reinforcing Amazon’s dominance while benefiting advertisers and consumers alike.

⚠️ Challenges to Watch

  1. 🤔 Retailer Hesitation: Will retailers trust Amazon, a potential competitor, with their ad strategies?
  2. 🛠️ Execution Complexity: Integrating these tools across diverse platforms could pose technical and operational challenges.
  3. ⚔️ Competitive Pushback: Expect players like Shopify and Meta to respond with innovations or partnerships to counter Amazon’s move.

🌟 Why This Matters

Amazon’s focus on advertising isn’t just about growth—it’s a reflection of its ability to adapt and thrive. With this move, Amazon is stepping into the $600 billion digital advertising market, proving once again that it’s more than an e-commerce giant; it’s a transformative force in ad tech and data-driven innovation.

This isn’t just a new revenue stream—it’s a blueprint for how businesses can evolve to lead in a rapidly shifting landscape. 🌍📈

What do you think—are we witnessing the next chapter in retail media dominance? Share your thoughts below! 👇

Reflections on a 30-Year Journey: Growth, Sacrifices, and the Power of Resilience

January 5, 2025 Business Innovation, Digital Tr…, Past Experience, Profession… Listen to Podcast Watch on YouTube

Looking back on my 30-year career, I’m filled with gratitude for the experiences that have shaped me—not just as a professional, but as a person. It’s been a journey defined by bold risks, incredible highs, and moments of deep personal reflection. From being part of the launch of Amazon and Priceline to refining growth strategies for global brands, I’ve lived through the evolution of marketing, pivoted across industries, and learned invaluable lessons along the way.

The Early Years: Chasing Success and Scaling Big Ideas

My career began with an incredible opportunity at Connors Communications, during a time when the internet was in its infancy and e-commerce was a bold experiment. We weren’t just marketing products; we were reshaping the way consumers interacted with the world. Launching Amazon, Priceline, and Vonage wasn’t just exhilarating—it was a masterclass in innovation and execution. I thrived in ambiguity, learned to trust my instincts, and became comfortable riding the wave of rapid change.

After Connors, I wanted to test whether these tactics could scale within more established industries. At Zeta, I took that challenge head-on, working with tech giants like ADP, Sybase, and Intuit, as well as pharmaceutical leaders such as Allergan and Novartis. These roles were a turning point. They taught me to balance agility with structure, and to refine my strategies with a full-stack view that encompassed everything from acquisition to retention. Scaling growth in these environments required a deeper understanding of data, customer journeys, and cross-functional collaboration. It was here that I built the foundations of a more sophisticated, end-to-end growth strategy.

These experiences were invaluable. They instilled in me a respect for the nuances of scaling businesses across vastly different sectors and solidified my belief that great marketing is both art and science.

Scaling Mountains and Learning Limits

Following Zeta, I transitioned to leadership roles at Vertrue, Experian, and Intuit, where I continued to scale growth engines and develop comprehensive marketing capabilities. The stakes were higher, and the expectations even greater. These were formative years where I learned to lead large teams, manage complex operations, and drive results in high-pressure environments.

But during this time, I often put my career above everything else—including my family. I chased success with relentless ambition, convinced that personal sacrifices were necessary to achieve professional excellence. It wasn’t until later that I began to question the cost of that mindset.

The Wake-Up Call: Ana’s Story

Everything changed with the birth of my daughter, Ana. She was a miracle, filling our lives with unimaginable joy. But at just three months old, she faced her first of two open-heart surgeries. Watching her endure such immense challenges at such a young age was the most humbling experience of my life. It brought everything into focus.

Suddenly, the late nights, the big wins, and the career milestones all felt secondary. Ana’s strength and resilience taught me the true meaning of courage and reminded me of what really matters. Her journey reshaped my priorities, forcing me to reevaluate my work-life balance and how I defined success.

Working Hard, But Smarter

Today, I’m more intentional about how I work. I still bring the same drive and passion to my role at CookUnity, where we’re reshaping the food subscription industry. But now, I work smarter—with a keen eye on what truly matters. I prioritize impact over busyness, ensuring that my efforts contribute to meaningful growth without compromising the time I spend with my family.

Ana’s journey taught me that presence is everything. I’m committed to being there for her as she continues to thrive, but my focus doesn’t stop there. I’ve also reconnected with my parents, cousins, and extended family, recognizing how important those relationships are. Whether it’s a family gathering, a quick check-in, or simply showing up when it matters most, I’ve learned that nurturing these bonds is just as crucial as achieving professional success.

A New Chapter: Purpose-Driven Growth

With this renewed perspective, I’ve embraced purpose-driven growth. Transitioning to startups like Molekule and now CookUnity, I’ve had the chance to apply the lessons of my earlier career while fostering a deeper sense of purpose. At Molekule, I built growth capabilities from the ground up, positioning the brand as a leader in air purification. At CookUnity, I’m leading efforts to redefine the food subscription industry through a chef-driven marketplace. Here, I’ve been able to combine data-driven strategies with creative storytelling to drive meaningful growth.

Lessons from 30 Years

If I could talk to my younger self, I’d tell him to pause and appreciate the journey more. To celebrate the wins, but also to recognize the sacrifices and prioritize what truly matters. I’ve learned that success isn’t just about career milestones—it’s about balancing ambition with humanity and finding resilience in life’s challenges.

Ana’s story is my anchor, reminding me every day why I work so hard. This journey has been extraordinary, filled with growth, learning, and purpose. And through it all, I’ve discovered that the most important success is one that honors both your professional goals and the people you hold dear.

Testing & learning without measuring experimentation debt is a fail

January 5, 2025 Algorithms, Past Experience Listen to Podcast Watch on YouTube

In the world of data-driven decision-making, experimentation is the backbone of many companies' scale up strategies. Whether it’s testing new product features, channels, marketing campaigns, or experimenting with operational improvements, the ability to experiment and learn quickly is seen as a competitive advantage. More crucially, establishing a plan to measure, validate and collect on the success metrics that helps reduce experimentation debt is an Achilles heel.

However, a critical, often-overlooked issue undermines the effectiveness of these efforts: experimentation debt.

This phenomenon, similar to technical debt in software development, arises when companies neglect the rigor and discipline required to validate and maintain their experimentation frameworks. In fact, studies suggest that nearly 60% of companies fail to validate or backtest their winning experiments, assuming that initial results are bulletproof. The consequences? Overconfidence in flawed conclusions, wasted resources, and eroded trust in experimentation as a tool for growth.

What Is Experimentation Debt?

Experimentation debt refers to the cumulative issues and inefficiencies that arise when experimentation processes are mismanaged, leading to suboptimal outcomes and flawed decision-making. Just like financial debt, it accrues interest over time, with its effects compounding as unchecked assumptions proliferate across the organization.

How Experimentation Debt Builds Up

  1. Failure to Backtest and Validate Results
    Companies often rush to implement "winning" experiments without replication or backtesting in different conditions. What works in one segment, geography, or time period may fail spectacularly when scaled.
  2. Flawed Experiment Design
    Poorly designed experiments—such as those with insufficient sample sizes, inadequate control groups, or confounding variables—can lead to misleading results, creating false confidence in the outcomes.
  3. Short-Term Focus
    Many experiments prioritize short-term metrics like clicks or immediate revenue, ignoring long-term impacts on retention, brand equity, or customer lifetime value.
  4. Inadequate Documentation
    Experiments are often poorly documented, leaving teams without clear learnings or a repository of what worked and why. This leads to repeated mistakes and a lack of institutional knowledge.
  5. Ignoring Negative or Neutral Results
    There’s a bias toward celebrating wins and sidelining experiments with negative or neutral outcomes. Yet, these "non-wins" often contain valuable insights that could guide future efforts.
  6. Lack of Iterative Refinement
    Winning experiments are frequently treated as "one-and-done" solutions. Without further refinement, what was once a great idea can stagnate, leaving value untapped.

The Cost of Experimentation Debt

The consequences of experimentation debt are far-reaching:

  • Wasted Resources: Time, money, and effort are often funneled into scaling initiatives that don’t hold up under broader scrutiny.
  • Eroded Trust: Stakeholders lose confidence in the experimentation framework, viewing it as unreliable or inconsistent.
  • Missed Opportunities: By failing to iterate or learn from mistakes, companies leave growth opportunities on the table.
  • Stagnation: Experimentation frameworks that don’t evolve over time lead to diminishing returns, hindering innovation and progress.

How to Avoid Experimentation Debt

While the risks of experimentation debt are significant, they can be mitigated with the right strategies and mindset:

  1. Validate and Backtest Winning Results
    Before scaling, ensure that initial results can be replicated in different conditions. Backtest experiments to verify their validity over time and across segments.
  2. Enforce Rigorous Experiment Design
    Invest in proper experiment design, with clear hypotheses, appropriate sample sizes, and robust control groups. Engage statistical experts to avoid common pitfalls like false positives.
  3. Track Long-Term Impact
    Extend the tracking period for experiments to understand their effects on long-term KPIs such as retention, lifetime value, and customer satisfaction.
  4. Document and Share Learnings
    Create a centralized repository for experiments. Document methodologies, results, and key learnings to build institutional knowledge and avoid redundant efforts.
  5. Normalize Learning from Neutral or Negative Outcomes
    Treat experiments as learning opportunities, even when the results aren’t positive. Insights from neutral or negative tests can often lead to breakthroughs in future experiments.
  6. Embrace Continuous Improvement
    Revisit and refine winning experiments as conditions evolve. Continuous iteration ensures that initial wins remain relevant and impactful over time.
  7. Monitor the Experimentation Framework
    Regularly audit the experimentation process to identify inefficiencies and gaps. Use dashboards or scorecards to track the health of the framework and hold teams accountable.

The Road to Better Experimentation

Experimentation is one of the most powerful tools in a company’s arsenal, but it’s only as good as the framework supporting it. Experimentation debt can erode trust, waste resources, and hinder growth, yet it often flies under the radar. By recognizing its impact and taking proactive steps to address it, companies can build a stronger, more resilient experimentation culture—one that drives sustainable growth and fosters innovation.

The Evolution and Future of the Stage-Gating Process

December 15, 2024 Product Management Listen to Podcast Watch on YouTube

A. The History of the Stage-Gating Process

The stage-gating process is a systematic framework for managing innovation, designed to break large projects into phases separated by decision points (“gates”). This methodology was pioneered by Dr. Robert G. Cooper in the 1980s. Cooper, a Canadian academic, introduced the concept in his book Winning at New Products: Accelerating the Process from Idea to Launch, aiming to minimize risk, improve resource allocation, and increase success rates in product development.

Adoption of Stage-Gating

Dr. Cooper’s stage-gating model quickly gained traction among large organizations looking to manage the complexity of product development in an increasingly competitive global market. Companies such as Procter & Gamble, 3M, and DuPont were early adopters, integrating the methodology to ensure that resources were focused on projects with the highest potential for success.

Initially embraced in industries with long product development cycles, such as pharmaceuticals and aerospace, stage-gating was seen as a way to impose discipline on innovation processes. Its success in managing risk and improving cross-functional collaboration led to its adoption across other sectors, including automotive, consumer packaged goods, and technology hardware. By the early 1990s, stage-gating had become a standard best practice for managing high-stakes projects in Fortune 500 companies.

Industries Where Stage-Gating Thrives

Stage-gating has gained prominence in industries where high-risk, high-investment projects are the norm, including:

  • Pharmaceuticals: Drug development cycles spanning 10–15 years require rigorous regulatory compliance.
  • Aerospace and Defense: Safety-critical innovations demand extensive testing and validation.
  • Consumer Packaged Goods (CPG): Companies like Procter & Gamble use stage-gating to maintain a steady pipeline of new products.
  • Automotive: From concept to production, stage-gating ensures thorough evaluation of new vehicle models.
  • Technology Hardware: Innovations like semiconductors and smartphones rely on staged development to manage technical complexity.

B. Benefits and Risks of Stage-Gating

Benefits of the Stage-Gating Process

  1. Risk Mitigation: Stage-gating ensures that only well-vetted projects proceed, reducing the likelihood of costly failures.
  2. Resource Optimization: By filtering out weaker projects early, resources are concentrated on initiatives with higher potential.
  3. Cross-Functional Alignment: Structured gates encourage collaboration and clarity across departments.
  4. Regulatory Compliance: Industries with strict regulatory requirements benefit from detailed documentation and milestone reviews.

Risks of the Stage-Gating Process

  1. Slower Time-to-Market: Sequential decision-making can delay progress, especially in fast-moving markets.
  2. Over-Bureaucratization: Excessive documentation and rigid gates can stifle creativity and innovation.
  3. Inflexibility: Stage-gating assumes a linear progression, which may not suit projects with high levels of uncertainty or evolving requirements.

When to Use and When Not to Use Stage-Gating

Use Stage-Gating When:

  • The project involves high risk or regulatory scrutiny (e.g., medical devices, aerospace).
  • The industry demands long-term planning (e.g., automotive, defense).
  • Cross-functional coordination is essential to success.

Avoid Stage-Gating When:

  • The market or technology evolves rapidly, as in software development or consumer tech startups.
  • The project benefits from iterative, customer-driven development (e.g., agile workflows).

C. Startups Rebel Against Stage-Gating

Why Startups Reject Stage-Gating

Startups, particularly those in hypergrowth or tech, often view stage-gating as incompatible with their need for speed and flexibility. Instead, they favor:

  • Agile methodologies: Emphasizing sprints and iterative progress.
  • Lean Startup principles: Rapid experimentation and pivoting based on feedback.

Companies That Embrace Stage-Gating in Hypergrowth

Some hypergrowth companies successfully adapt stage-gating to balance growth and control:

  • Tesla: Uses a stage-gated process for hardware innovation while incorporating agile elements.
  • SpaceX: Adapts stage-gating to ensure safety and performance in aerospace development.
  • Johnson & Johnson: Combines stage-gating with agile practices for faster innovation cycles in pharmaceuticals and consumer products.

D. Emerging Alternatives to Stage-Gating

New Methods Gaining Traction

  1. Agile-Stage Gate Hybrids:
    • Combine iterative development with gate reviews for projects requiring flexibility and oversight.
    • Example: Iterative prototyping in hardware while adhering to regulatory milestones.
  2. Lean Stage-Gating:
    • Streamlines gates with minimal documentation and faster decision-making.
    • Example: Consumer electronics companies shortening product cycles to align with market trends.
  3. Digital Twins and Simulations:
    • Use virtual models to simulate outcomes and validate designs before advancing stages.
  4. Real-Time Data Integration:
    • Leverage AI and machine learning for predictive analytics, enabling dynamic gate criteria and faster decisions.
  5. Continuous Delivery Models:
    • Focus on incremental delivery of product components, blending agile principles with traditional milestones.

E. Improving Stage-Gating in Your Organization

If your organization relies on stage-gating, here are strategies to enhance the process:

1. Adopt a Risk-Based Approach

  • Implement risk-weighted gates to focus scrutiny where it’s most needed, allowing low-risk projects to progress faster.

2. Integrate Real-Time Analytics

  • Use AI-driven insights to make data-informed decisions at gates and identify potential risks earlier.

3. Foster Cross-Functional Collaboration

  • Invest in tools that enable seamless communication and data sharing across teams, such as integrated project management platforms.

4. Streamline Documentation

  • Create leaner templates for gate reviews, focusing on the most critical information needed for decisions.

5. Embrace a Continuous Learning Culture

  • Conduct post-mortems at each gate to capture lessons learned and refine future stages.

6. Pilot Agile-Stage Gate Hybrids

  • Test combining iterative workflows with milestone-based reviews for faster yet controlled innovation.

7. Incorporate Customer Feedback

  • Include customer insights in gate decisions to align development with market needs.

Conclusion

The stage-gating process, while rooted in traditional innovation management, continues to evolve. For high-risk industries, it remains a cornerstone of structured decision-making. However, emerging methodologies like agile hybrids, real-time analytics, and lean documentation offer opportunities to modernize and enhance its effectiveness. By tailoring the approach to organizational needs and industry demands, companies can strike the right balance between control and adaptability, ensuring long-term success.

🚀 Agentic AI: Autonomous AI – The Future of Marketing 🌐

October 26, 2024 Algorithms, Artificial… Listen to Podcast Watch on YouTube

Our fast-evolving marketing landscape requires us to stay ahead by leveraging the latest innovations, and agentic AI is one of the most exciting developments to me.


But what exactly is agentic AI, and why should we care?
Agentic AI refers to systems that can autonomously take actions based on data, improving decision-making across various processes. Unlike traditional AI that assists with specific tasks, agentic AI dynamically adapts and optimizes on its own. In practice, it allows marketers to scale efforts programmatically with precision and intelligence.

💡 Why is this important? Imagine automating the constant decision-making required to manage campaigns. With agentic AI, we can move beyond manual adjustments, trusting AI to handle tasks such as creative variation, campaign trafficking, and media spend management. This not only saves time but also drastically improves the accuracy and efficiency of campaigns, driving business outcomes at scale.

📊 Business Impact:

  • Increased ROI: Agentic AI identifies the best-performing creatives and scales them, improving engagement and conversions.
  • Better Budget Allocation: AI models optimize media spend, ensuring every dollar is invested in the most impactful channels.
  • Improved Efficiency: Automated QA and trafficking eliminate errors, speeding up go-to-market strategies.

✨ My Experience: I’ve personally tested agentic AI for:

  • Campaign Trafficking & QA: We've seen a 10% improvement in campaign functionality and reporting accuracy by reducing human error.
  • Media Spend Planning & Management: AI dynamically adjusts media spend based on real-time performance data, leading to faster iterations, reduced CPA, and higher overall engagement.

✨ Future Areas I'm Exploring:

  • Creative Variation: Automatically generating and testing creative variants to find the top performers.
  • Virtual teams: Looking into using smart agents as virtual team members who can handle specific, repetitive, or even strategic tasks autonomously. Idea is that these agents can adapt, learn, and evolve based on real-time data and decision-making processes, allowing human team members to focus on higher-level, creative, and strategic work.

How are you incorporating AI in your strategy? Are you using smart agents? What successes or learnings have you experienced? As we move into 2025, marketers need to embrace agentic AI as a present-day opportunity to drive exponential growth. 🌱

Run the Future or Get Left Behind: The Innovation Imperative

September 28, 2024 Business Innovation, General Management, Past Experience Listen to Podcast Watch on YouTube

Many businesses fall into the trap of focusing primarily on running their operations rather than consistently innovating, leading to stagnation and eventual failure. This flaw has claimed numerous companies over time, including Kodak, Sega, AOL, and Woolworths, all of which struggled to adapt to new market realities or technological advancements.

The Cost of Complacency: Lessons from Failed Giants

Kodak’s failure to embrace digital photography, despite pioneering it, is a textbook example of clinging to established business models rather than innovating. Similarly, Sega, once dominant in gaming, lagged behind competitors by failing to innovate in hardware, leaving it unable to compete with Sony and Microsoft. AOL held onto its outdated dial-up model too long, while Woolworths was slow to adapt to the rise of e-commerce, eventually leading to its collapse.

These failures demonstrate the dangers of focusing solely on maintaining the status quo, highlighting the need for continual innovation.

The Risks Faced by Today’s Giants: Amazon, Google, and Meta

Even today’s tech giants, Amazon, Google, and Meta, face their own vulnerabilities:

  • Amazon risks being spread too thin, as it expands into various sectors, from e-commerce and cloud computing to groceries and healthcare. Overextension could dilute its focus and slow down its innovation efforts. Additionally, antitrust scrutiny continues to mount, which could curtail its competitive edge​ (source: markets.businessinsider.com)​(DW).
  • Google is overly dependent on search advertising for revenue, and the rise of generative AI could disrupt its core search model. Additionally, its cloud computing arm, Google Cloud, has struggled to outperform strong competitors like Amazon’s AWS and Microsoft’s Azure, raising concerns about the sustainability of its long-term growth​(source: markets.businessinsider.com)​(DW).
  • Meta faces challenges with its ambitious foray into the metaverse, which has yet to yield significant returns. At the same time, Meta remains highly reliant on Facebook and Instagram for advertising revenue, a risky dependence if user engagement falters. Regulatory and privacy issues have also constrained its ability to innovate freely​(source: DW).

Companies Avoiding These Pitfalls

In contrast, some companies are successfully avoiding these pitfalls by constantly reinventing themselves.

  • Apple remains a prime example of a company that innovates across hardware (iPhones, Macs) and services (App Store, Apple Music, and Apple TV+). By focusing on ecosystem integration, Apple has been able to maintain its competitive edge​(markets.businessinsider.com).
  • Microsoft has transitioned from a focus on Windows and Office to becoming a leader in cloud computing with Azure. Its strategic partnerships in AI and cloud services have solidified Microsoft as a future-proof innovator​(DW).
  • Intuit, a leader in financial software, exemplifies innovation in the fintech space. By integrating AI-driven tools into its platforms like QuickBooks and TurboTax, Intuit has enabled small businesses and consumers to automate complex financial tasks. The company's shift to subscription-based services and cloud computing further showcases its ability to evolve. Intuit’s acquisitions, such as Credit Karma and Mailchimp, have expanded its capabilities, enabling it to innovate in personal finance and marketing solutions​(DW).

The Stakes for the Future

If Amazon, Google, and Meta don’t address their respective flaws, they risk falling into the same traps that once claimed Kodak, AOL, and others. Today’s business landscape demands not only operational excellence but also relentless innovation. Studying the failures of the past, as well as the success stories of Apple, Microsoft, and Intuit, demonstrates the importance of staying ahead through bold, forward-thinking strategies.

The key takeaway? Running a business is not enough—continuous innovation is the only way to thrive in an ever-changing market.

Balancing OKRs with the Basics: Keeping Growth and Brand Marketing on Track

August 25, 2024 Brand Marketing, General Management, OKRs, Past Experience Listen to Podcast Watch on YouTube

Its been awhile since I've posted folks, sorry! While on a new journey and as I look back you know, I had this realization. It’s easy to get wrapped up in the shiny, new stuff like OKRs (Objectives and Key Results), but sometimes, we might end up spending so much time on them that we forget the basics—like keeping the trains running on time, or making sure the team has what they need to grow the business and build the brand.

Why OKRs Are Good, But…

  • Focus and Direction: OKRs are like that map on a road trip except for businesses. They help you know where you’re headed and make sure everyone’s car is pointed in the right direction. Without them, you might just end up driving in circles.
  • Accountability: They make it easy to see who’s doing what. Everyone knows their part, and you can quickly spot if something’s off track.

The Flip Side—When You’re Stuck in the OKR Weeds

  • Too Much Process, Not Enough Doing: If you spend all your time planning and tracking, there’s a chance you’re not doing enough actual work. It’s like planning the perfect garden but never getting around to planting the seeds.
  • Forgetting the Basics: Core business processes—like making sure the Growth and Brand Marketing teams are firing on all cylinders—might take a backseat. You still need to keep an eye on the day-to-day, like keeping operations smooth, ensuring customer service is top-notch, and steering the marketing ship in the right direction.

Steering the Growth and Brand Marketing Teams

  • Growth Management: Growth teams need a good bit of attention to keep the momentum going. It’s not just about setting ambitious though achievable goals—it’s about making sure they’ve got the tools, resources, and support to hit those targets.
  • Brand Marketing: Brand marketing is all about storytelling and building trust. While OKRs might tell you what needs to be done, it’s the brand folks who figure out how to say it in a way that resonates. They need to be closely guided and supported to ensure that the brand’s message stays consistent and strong.

Getting the Balance Right

  • Integrate OKRs with Business Processes: OKRs should work hand-in-hand with the day-to-day management. They’re not there to replace the basics but to enhance them. When done right, they should be pushing the business forward without pulling you away from essential tasks.
  • Keep It Simple: Don’t overcomplicate things. Focus on a few key objectives that really matter, and make sure the team isn’t drowning in process. Sometimes less is more.

Wrapping Up

OKRs are a great tool, no doubt. But like any tool, they’re only useful if you use them right. It’s important to keep things in balance—make sure the business processes, like steering the Growth and Brand Marketing teams, are getting the attention they need. After all, you can have the best goals in the world, but if the basics aren’t in place, those goals won’t mean much in the end.

Is there such a thing as Brand Response Marketing?

March 26, 2023 Brand Marketing, DTC, General Management, Past Experience Listen to Podcast Watch on YouTube

Whatever happened to #brand response #marketing? Or the idea that brand marketing actually does drive down funnel productivity, cost efficiencies and conversions? How about the taboo idea that performance marketing can actually create aided recall and awareness? The digitization of all things whether fully or minimally, I would say nowadays, everything is a brand experience, and everything is about performance.

The reality is the funnel hasn't really changed right? At the very top, you've got the consumers that are "out of market" they just don't know they need you yet for various reasons, this is where 95% of your TAM resides and where brand marketing focuses on.

What about the folks who are ready to buy? Here performance marketing is the active tactic, it's easy to measure, aligned with sales goals and key business metrics.

Then you have your customers, the fickle to the loyal. These are the folks who are nurtured, hopefully appreciated and intertwined with our product development efforts.

Most of the time, these three tactics are not integrated, mostly siloed or indelibly operating somewhat independently. Is it idealistic to think that a business can balance and quarterback the three segments? I think so and this is where brand performance marketing comes into play for me.

So what is brand performance marketing?

Simply, it's the idea of integrating brand marketing with performance marketing. I see it as a holistic method to move consumer segments from, being "out of market" to being "in market" and finally bonding with the brand as existing customers. The classic approach has always seen brand, direct response and lifecycle marketing as three distinctly different functional capabilities. However, these old constructs can be susceptible to competitive pressures, are detrimental to achieving a cohesive experience for the consumer segments and of course sustaining the success gained when bad times come about. Disparate focus on the three segments creates a type of tunnel vision, particularly for large brands and a competitive edge for early and stage businesses during a economic downturn. There are ways to overcome this of course through better integration, processes, governance and frameworks. However, this only serves to further separate the business from the consumer.

How can we address these segments? Start with deconstructing your buyer's journey, nothing elaborate or scientific rather basic, just start at the very top. We have to build an architecture that works to convince consumers to want your product when they've been using/considering alternatives, then enabling them to find your product to eventually be converted into a customer. It doesn't end there, your competitors are persistently "conquesting" your prospects and customers. This means you have to continue to nurture them and adapt your product to address changing expectations.

All three segments (funnel screenshot) care about these four things

  1. Price - If I had a nickel for every brand that sees "price" as a number barrier, I'd be a gazillionaire. Level setting on price is so crucial, its the hardest thing to figure out. Pricing something too low presents a perception of low quality / cheapness and of course pricing something too high could harm your growth trajectory. A pricing strategy should be a consumer first process, know who they are and build from there, test and learn.
  2. Value - Does your product deliver the benefits and reasons to dole out the cost to buy your product? I always tell my family, somewhat jokingly, no-one ever pays MSRP for antivirus software. Have you? If you did, I want to know about it because that's when you value the cost of the product your purchasing. Its no longer a transaction, there's a clear need from the consumer point of view and they are fully bought into your brand's vision. Apple, Sony, Theragun (yes a DTC!) and there are many more out there.
  3. Trust - Are you a legitimate brand and is the product reliable to the degree that this person is willing to take leap, next step or continue to buy into your product's promise? This is so crucial, legitimacy is not going to come from your business, we have to earn this through surprise and delighting prospects and happy customers. I worked for a company that saw things differently, in fact quite the opposite and they are no longer around. This company persistently focused on sentiment management versus addressing the underlying issue which was a product that underperformed and always shorted them.
  4. Superiority - Are the features and functionality of the product above the rest? This is true for "affordable" products as well, think, Kia or Hyundai, right? Automotive brands that persistently remind us not only of the affordability of their cars but the high level of quality and workmanship that went into them. This helps the consumer rationalize the trade off and becomes invested in the brand.

Brand performance marketing can bring the three segments together. Philosophically, I don't believe there's should be a distinction between how each of the segment views a brand, interacts with the funnel designed to convert them and active use of the product.

I'd love to hear from my network, is brand performance marketing a thing? Should fuhgeddaboudit? Let me know and thanks for reading.

A possible maturity cycle of a business from “cradle to grave”

February 5, 2023 Past Experience Listen to Podcast Watch on YouTube

Interesting piece from Cory Doctorow published in Wired (Jan 23, 2023) on how "platforms die." The author's point of view straddles between the literal and metaphorical. The issues laid out in the article are mostly observational and qualitative, I don't disagree. However, the points brought up aren't unique to two-sided marketplaces.

A platform (think Amazon per the article) during its early stages.

1 - Needs users: so, it entices consumers with an incredible experience, service, and price/value. This isn't easy to accomplish, btw, there are plenty of startups and mature businesses that have failed to either a) find product market fit and/or b) keep up with customer expectations.

2 - Needs business customers: so as soon as the business gets to a chasm of customers and data, the ensuing value / insights entice businesses as they want in on the scale and growth potential by tapping into the customer base. Also, incredibly hard to do, business needs do vary and isn't necessarily always consistent. Google, used to have "don't be evil" in its corporate code of conduct which serves how everyone should Google's users. During the formation of Alphabet in 2015, tweaked it to "do the right thing" which shifted its motto to more of a user and business focus.

3 - Needs to answer to investors (board / shareholders). The pressure of profitability / returns requires businesses shift the value equation from one group (customers to businesses) to achieve this. This is where the rubber meets the road, the proverbial race to the bottom is necessary and sometimes painful, particularly for businesses who are too short term focused.

I oversimplified the article's points about the progression and maturity cycle of a business from "cradle to grave". There's a lot of good points contained in it. With data across a more diverse set of industries, business models and companies, the insights and learnings could be an interesting new way future founders, CEOs or growth leaders can find crucial inflection points and consider a more appropriate balance of the three stakeholders including employees first / foremost.

There are plenty of businesses that are thriving and are the antithesis of "enshitification" though, would love to the network to name a couple in comments or directly.

Here's the link to the Wired article.

https://www.wired.com/story/tiktok-platforms-cory-doctorow/

#chatgpt was not used to create this post, it'd likely put my post to shame!

#businessandmanagement #growth #data #insights #wired #google #amazon #startups #formation

ChatGPT a Google killer/ “something” killer or just a new Miscrosft word plugin?

January 15, 2023 Artificial…, Marketing, Past Experience Listen to Podcast Watch on YouTube
ChatGPT - OpenAI

Is ChatGPT a Google killer/ "something" killer or just a new Miscrosft word plugin?

I see it as the latter, Google crawled, collected and collated information and matched folks to that information, better. For many that was an incredible improvement in user satisfaction over the likes of Excite/Infoseek/Yahoo and was enough to defer the user's own information retention and completely rely on Google. But fundamentally, the true value of Google was that it made a wealth of information produced by regular people more accessible and democratized knowledge.

ChatGPT is definitely the next step in the information evolution / revolution but ultimately its a black box, its more like AskJeeves on steroids, the now defunct question oriented search engine, anyone remember that?

Jeeves, who is Martin Luther King Jr.?



ChatGPT takes away the knowledge gathering process all together and attempts to gather, synthesize and present a "point of view" based on the information it scours and the deduction of a user's query. ChatGPT is the "Zoltar Fortune Teller" killer or BS on steroids.

Seriously though, ChatGPT being the #Google killer will depend on how accessible it is to everyone and I have little doubt that #Microsoft is in the business of pure free, right now.

Having said all of the above, I have used ChatGPT to create numerous marketing headlines, optimized my site's titles/meta data, tweak descriptions/timelines for videos on my YouTube channels, had it write overlays for my personal TikTok/IG reels, and even write a poem.

Finally, I was disappointed that it didn't know me, when I asked who Cezanne Huq was. :-)

I'm a simple guy and I often miss the forest for the trees, please share your thoughts on ChatGPT!

Disclaimer: This post wasn't written by ChatGPT

#microsoft #chatgpt #openaichatgpt #artificialintelligence #knowledgesharing #ai #optimization

Image preview