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According to research from the CMO Council, 63% of marketers say they are under extreme pressure to deliver improved revenue outcomes. So how can you leverage your tech stack to enhance collaboration across GTM teams and drive impactful results? Shawnna Sumaoang: Hi, and welcome to the Win-Win podcast. I’m your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Andrea Bras, VP of product marketing at Viant Technology. Thanks for joining, Andrea! I'd love for you to tell us about yourself, your background, and your role.  Andrea Bras: Wonderful. Well, thank you Shawnna for having me. I’m excited to talk about my journey at Viant and as we’ve continued our partnership with Highspot. So, as you mentioned, I’m vice president of product marketing at Viant Technology. We are an AI powered DSP or demand side platform built for CTV or Connected Television. What we do is we help marketers to connect with their consumers. Through planning, through execution, through measurement of their advertising media in the most engaging ways using our technology. So I’m actually coming up on my tenure anniversary, so it’s just, wow, it’s almost mind blowing. It’s been such an amazing journey here. VT is such a pioneering, innovative company and we’re never left bored or wondering what’s next, right? So prior to joining VT, I’ve actually been in digital marketing for, geez, almost 25 years now. Actually, I joined when it was actually still known as online marketing. If anyone in your audience can remember that. But what I’ve been fortunate enough along my journey is to really wear a lot of hats and be exposed to a lot of different types of companies. So I’ve worked with the small startups, local retail, all the way up to big global corporations. I’ve also worn a lot of hats. So I’ve sold advertising. I have bought advertising. I’ve developed partnerships, thinking about the consumer in mind, and it’s really positioned me very well in what I believe. Is a perfect mixture of all of that background to bring me to my best results as a product marketer. And so our role here in product marketing at Viat is we really sit at the intersection of all of the orgs in the company. We provide support to all of them, but primarily sales and product. We sit within the marketing team and it’s our job to really look for the best things that all these teams are working on in order to craft. Really amazing and compelling positioning and messaging. We developed the go-to-market solutions and the content. We support the product launches, and of course we manage and work through all the sales enablement technology. We, of course, have chosen Highspot, which we love. And that brings me here today, and I’m excited to discuss more with you, Shawnna. SS: Likewise, we are lucky to have you on this podcast. Given that you are a seasoned marketing leader, I’d love to understand what are some of the key go-to-market initiatives that you’re focused on driving for the business this year, and how does your enablement tech stack help support these efforts? AB: Well, that’s a great question. And you know, given where we sit in the org, we have our hands in pretty much everything, but we really do have some very key go-to-market initiatives. We’re highly focused on, as I mentioned in my intro. Connected television is something that is our most important focus and for good reason. I mean, when you think about the power of TV and what that does for advertising, and you’re converging it with the power of digital and the ability to understand and message the performance of your advertising. It’s such an exciting thing and we’re doing a great job of really building the technology to support that in the best ways, as well as the partnerships. I mean, we’re getting to work with some of these greatest streaming platforms. Think Disney, think Paramount. And so we’re working really hard on how do we showcase how easy it is to build these upper and lower funnel opportunity that CTV brings based on campaign objectives. So there’s a lot of education that comes in mind, or that we have to work with our consumers and our clients just so they can really understand the huge opportunity in front of ’em. So that keeps us very busy. The other thing that really is related to CTV, but it’s our recent Iris TV acquisition. So for those of you who may not be familiar, Iris TV has really built their tech. To standardize contextual, the opportunity to present ads contextually AC interoperable across all of these various streaming platforms. So think cooking shows and what that could mean across not just one cooking show, but all of the great content cooking shows across numerous streaming platforms. And that really brings such value because now you’re layering in the ability to capture the consumer in the right mindset. So that just, you know, it’s an organic content experience and we’re really excited about that. And then of course there’s Viant AI. So we launched Viant AI. It was hugely successful last part of last year. And man, it’s just so exciting ’cause we have on this hand, CTV and all the great things coming there, part of our direct access program. But then over here we’ve got this whole new realm of innovation with AI. I know you guys lean in really heavily, which we’re excited about. So we’re just really. Keeping close to our technology teams and watching the innovation develop and keeping track of that. Of course, to make these launches successful and keep our go-to market as top-notch as possible, you need a unified go-to-market alignment as your company’s very familiar with, and that’s where Highspot has just been an absolute game changer for us. When I think about where we were before, I mean, we had really legacy tech and we did our best, but you can only do so much. Right? I’m sure you’ve heard a lot of stories from your clients. When we brought on Highspot, a couple of really magical things happened for us. One, we had to sit and think about our content strategy, right? You know, before we would organize it, but we didn’t really think about what it was. And you know, due to how you build and develop the platform, it’s really exciting because. You’re thinking, okay, what are our buckets of content, right? So we had to think, okay, well there’s storytelling content. And then it’s like, well, we also have all these different product releases that come. So you have product overview, right? And you know, verticals, channels, you name it. So we had to take the time and effort to really build this out. And then we wanted to also put it around a wonderful launch, give it a big stage. So put us a little bit under a time crunch, which was probably a blessing in disguise because we had to work. In fact, our Highspot onboarding rep, who was amazing, he told us we were one of the fastest launches. So I don’t know if that still holds true, but from contract signing, I think we signed the contract in late October, and then we had this up and running in January. So for all of you who either are planning a launch or thinking about launching or maybe haven’t signed up yet, there’s a lot you can do to get up in front of it. For us, it was a combination of having a pilot team as we were building, getting their feedback along the way. Then we did a soft launch just to get the logistics outta the way, get people using it so that when we did our big launch at our annual Viant Con, where we dedicated two hours and actually. Flew the Highspot rep out to help us launch this. We had a such a meaningful two hour session. Honestly, we still hear great feedback about that launch. It really helped us get started with Highspot in a big way. SS: I love that. And you, you touched on the importance and the critical nature of alignment. What are some of the common pitfalls that organizations might encounter when aligning go-to-market teams to execute these key initiatives and, and how can they avoid them? AB: Yes, that is absolutely critical and we have really face several and overcome. And of course, Highspot has been a great tool in helping us do so. You know, when we first started, when I first started Viant, we were a smaller corporation. It was pretty easy to stay on top of your priorities and kind of know how to manage your workload. But as you’re rapidly growing or expanding or adding teams. The more support you’re providing and the more awareness that the functions across the org understand about what you can bring, that starts to change. You start to get all of these demands, and the lack of prioritization isn’t because there’s no priority. It’s that idea that if everything’s high priority, then there’s no high priority, right? So. That helped us realize, okay, we’ve gotta do a better job. And luckily we, our Chief Product Officer, he came from a very big tech company and you know, they were very used to juggling prioritization of high needs across the org. So he shared the tips and tricks that he’s done and I was able to add on the marketing lens. And so the end result is we meet monthly with the C-Suite across every function. They have a chance to see transparently all of our projects. They can prioritize their departments, so they get to own that, and then they also see where their priorities fall in our holistic view. So it’s been a game changer and it’s really helped us. So, you know, everybody will probably look a little different, but it’s been hugely valuable. And I’d say the other things to keep an eye out for is whenever you introduce anything new you’re gonna have change management. There’s always challenges with that. So really just, you know, the Highspot team was great helping us understand the win-win value for our sellers and other stakeholders. So just getting ahead of that, working through those, of course, defining SWIN lanes, if there’s any blurred lines or confusion, you’re gonna have people stepping on each other’s toes. Just really getting in front of all that business. So, and then I’d say the last thing, and you guys are great for this, is really having technology partners that have support teams. Because what’s great about Highspot is we have that ongoing support. So we’re always working as treating you as a partner, but then we’re also, we have the ability to tap and, you know, level up the support as needed. And that’s come in handy several times. So these are just some of the things that can help you get in front of some of the challenges with alignment. SS: I think those are, that’s phenomenal advice for our audience. And you actually also recently established multiple committees to support your go-to-market engine. Can you share more about that journey and the impact that it’s had so far? AB: Thank you for asking. That’s a great question. We have put a lot of work, so yes, we have launched or about to launch, actually three distinct committees started out as one, but we landed on three. And I’ll tell you why. Rewinding back last year as we launched last January, I forgot to mention, of 2024. And so, you know, as you’re ramping up, you’re kind of learning the process, you’re getting best practices, you’re building out the platform, all the things you’re doing in the first year. And one thing I also forgot to mention, which I will touch on in our discussion is engagement metrics. So you’re kind of getting your feet wet there. That has been another game changing element with the Highspot platform. What is really critical, and I can’t stress this enough, to your audience, is getting that co-ownership across your key stakeholders. Especially, you know, think sales leadership, right? You need that co-sponsorship. So while we have support, sales leadership is busy, they’ve got big goals to crush, right? We were thinking, how do we get in front of them? How do we really show them how much opportunity there is for them to really move the needle using this technology and get them closer to it? So the other thing obviously is the feedback loop. We really wanted a good feedback loop. So we’re like, how do we do it in an organized way, make good use of their time? And so when we started to build a list, it became very big. And then we had all these objectives. So that’s why we broke it into three. And so at first we had the executive, and that’s really pointing back to that co-ownership. Getting them bought in. Um, we are creating compelling metrics that I know will raise their eyebrows, so I’m getting that ready, leading into our executive committee. And so really just letting them know the awareness, showing them some things to get them excited and asking for their hand and driving adoption with their teams. Then we’ll have the, what we’re calling the steering committee. And this is really your kind of more short term strategy. Your operational managers that, you know, they can help us really drive that lower funnel strategies and behaviors from their teams. And then of course, the cross functional stakeholders think Salesforce, rev ops training, having really valuable discussions. And then of course, the action committee, which is gonna be our day-to-day users. So that allows us to capture what’s working, what’s not, and just your general feedback of what’s going well. And of course we’ll do this quarterly. We don’t wanna take up too much time and use kind of a waterfall effect. So we’re really excited. And I know my boss, our chief marketing officer, he’s leaned in totally, which is gonna be tremendously successful, and he’s gonna help co-run the agenda with me for the executive. So more to come. Exciting stuff. SS: I absolutely love it. And I think, you know, for our audience listening, it’s a really great strategy to deploy within your organization if it makes sense for you. But I think it’s a great initiative. AB: And one thing I’ll add on to that really quick, I would say really what we wanna do with this is ensure we’re coming in loaded with a heavy agenda. Of meaningful content. So prep, prep, prep, that’s, and so, you know, whoever you can pull in to help you make the best use of the time, I highly encourage that. SS: Yeah, absolutely. I think it’ll be extremely valuable on both sides, so that’s fantastic. Now, you’ve touched on this. I. Actually quite a bit throughout our conversation already, but I’d love to hear your perspective on what would you say is the unique value of a unified platform when it comes to maximizing go-to-market effectiveness and, and really improving collaboration. AB: You know, I can’t saying praises enough at Highspot. It has really elevated us in that way, which was beyond my wildest dreams. Like I saw the opportunity and just seeing it play out has been just a wonderful experience. Starting for foremost with just product marketing’s needs. The consistency that we’re able to. Foster across teams now in this unified platform is when I think about what we used to have to do when we had a logo change or we had, you know, some sort of, we had to manually do all of these things and now we can just do bulk updates or folks would share decks, you know, that they had out market. And I’d see just content with old branding or just really, really just. Horrible things, you know, make you cringe. I don’t see that anymore. You know, it’s so exciting because now they know that the best content’s there and so there’s no dependency on these old things or an inability to find the stuff they need. So it’s very rare that I find anything that’s off brand, if at all. So that consistency and governance is huge. Obviously, probably more importantly is what it’s doing for our sellers. I mean, when you think about the time they save now, they’re in there, they’re in and out, they’re experts, you know, they love it. We hear nothing but great feedback. The amount of time it takes ’em to build compelling content, find what they’re looking for, and all of that has been second to none. And then the ease of pitching it out. Really the ones, we wanna get more adoption of this looking ahead, but the ones that are even leaning into client metrics and things like that, I mean, it’s just been a phenomenal result. Again, that brings me to engagement metrics that’s really closing the loop and having that single source of truth really just makes a huge, huge difference. So what we’re seeing is we’re breaking down silos. We’re having really meaningful conversations, unlike we used to with our partner teams. Everybody’s able to use it in different ways, so it’s really just driving faster, smarter, go-to-market execution, and we love it. SS: Well, I love that. Now, you’ve talked about the partnership that you’ve had with Highspot, and I know that VT recently partnered with our professional services team on an initiative to begin leveraging Highspot AutoDocs. Can you share a little bit about how you’re utilizing AutoDocs to streamline workflows and improve effectiveness? AB: I’m really glad you asked about that, Shawnna, because this is one of our most recent and most exciting efforts leveraging Highspot technology. So we call our version of AutoDocs Pitch Builder just to create some, you know, fun for the sales reps, make it easy for them to understand what it does, and it really has helped us. Where we elevated with the one unified repository, it’s helped us take it even further. And what I mean by that is due to the nature of our clients and the businesses we serve. The content we build serves different purposes. You know, if you think about advertising, everybody needs to advertise their business. So I think automotive companies, retail companies, travel and tourism, pharma, you know, so we build content that way. We have vertical, we have channels, we have measurement. There’s a whole vast array. And you know, the reps are really good at building these custom stories, but feedback we were getting is, you know, I’m still struggling even in the remix experience to know where to go to find the best content and all these things. So. Pointing to your Highspot Spark conference. I like to get as much of my team up there as possible. You guys do a fantastic job with that. So last October we were there and I had a member of my team and he’s like, Hey, you know, he sat in one of the focused AutoDoc sessions and he says, I really think that we were getting ready to launch our new general presentations and we were taking a new approach this year. And he is like, I think that what Highspot has with AutoDocs would really help sales team with this. You know, in my head I’m thinking, oh my gosh, there’s no way we’re gonna be able to launch that, you know, by the time we need to roll this out in a month, you know? And he’s like, no, no, no. I think he’s like, let me talk to the team. I really think we can. So I’m like, okay. But in my mind I’m thinking, oh, it’ll be summer. You know? There’s no way. Long story short, he worked with our ongoing support team and they connected him with the professional services you guys provided. Put together a case and I was blown away. We were able to deploy through the help of your team. You know, we could have built it ourselves, but it would’ve taken a long time. We never would’ve met our deadline. And it was just such great work. And what this does now is it creates this really easy pathway for sellers to, you know, pull in the problem statements from a choice of things that, a choice of problem statements based on where their discovery questions, take them with their clients, and then choose, you know, the right core messaging. Choose the right verticals, choose the channels, all within this visible, easy. And you, you have this structured framework. So think about it as a new seller, you can go in there and it. Immediately, that’s valuable trust. You can trust you’re building a deck that matches the company positioning. And then on top of that, the loose feedback I can give you was what I have heard is it used to take our sellers at least 30 minutes, probably an hour to build a reasonable deck. And those are probably our season one, probably up to ours. We just ran the numbers leading up to this podcast. On average, our sellers that use Pitch Builder are building their decks in 3.2 minutes. SS: That’s amazing. AB: Right? That’s what we said. So the combined learning of the Highspot Spark Conference and understanding new releases you guys had coming, having my team there, understanding, bringing that idea to it, and then leveraging a professional services, they did a superb job, just was a perfect blend. SS: Amazing. Well, I’ll be sure to pass that along to our professional services team. I’m sure they’ll be glad to hear that. Now as we talk about improving effectiveness, another way a lot of businesses are starting to think about optimizing effectiveness is through ai, and I know Viant actually recently won in AI Excellence Award, so congratulations on that. What are some of the key ways that you’re leveraging AI to support your go-to-market teams? AB: That’s a wonderful question, and thank you. We’re truly honored to have received that recognition for AI excellence and kudos to the team here at Viant across the board. It’s just been such a wild ride. We are leaning heavily into AI, as I know Highspot is, and so what we’re trying to really do is focus on all the wonderful feedback we’re getting from our clients. From our Viant AI solution, how easy it’s, you know, done for them and really capture the wins there and understand how do we transition that into internal wins within our org. And we’re doing it across the board, but specifically for product marketing. I’m leaning in heavily with any tools and resources we have that can help us do better quality work, do it faster, just make it easier, all those things that AI brings. And so I’ve tasked my team, we’re kind of on the forefront of this. We’re already, we’re using ChatGPT on the regular. We’re using our own by AI on the regular, but we wanna get better and we wanna continue to explore that. So I’ve tasked my team with leaning into things like co-pilot with Highspot. Okay, how do we tap that? How do we do more with that? Another thing that we’re leaning in on, and I have another person on my team who really, I am very lucky here, very specializes in billing the bots and things so. When due to how technical our products are, obviously we have our initial storytelling and the benefits and all the buzzy stuff, but as you build relationships with clients, as you probably well know, you get those deeper questions about technology. And so we have a lot of just kind of fragmented FAQs, docs that support launches. So he had the idea of saying, Hey, we should probably get those FAQs into a chat bot so sellers can just get in there and ask questions and not have to search for these random docs. Kind of scattered throughout. And then we’re like, how do we get that where our sellers go in the Highspot platform or leverage something like copilot. So we’re just kind of dipping our tone, a lot of waters, but we’re excited. We’re thinking about calling it pitch aid just to kind of go with the theme, and we’ll probably take it even above and beyond. We’re building out personas, so we’re trying to think about. All the ways that we want to create this value that our sellers can tap when they’re making their pitches and make it very easy for them to just do a q and a chat style function. So, you know, we look forward to partnering closer with you in our AI journey. SS: I love that. I think that’ll be amazing for your reps and your sellers. Now, to shift gears a little bit, what are some of your best practices for measuring the impact of your programs on your go-to-market performance? AB: That is probably one of my favorite questions because it’s a combination of solving a huge need that I didn’t ever think would get solved, as well as just a journey that’s new for me. So it’s exciting in its own right. So we are leaning really heavy into, okay, how do we really make sense of this gold data we’re getting from you? Engagement data, right? So I like to quote my boss, he always says, okay, don’t boil the ocean. You just gotta get started, right? So that’s what we’ve done through the last year. We were kind of, you get these really fun insights. You’re like, oh, that’s such a cool insight. And you’re like, okay, well what do we do with it? Right? So you’re, you go through this journey. But we really started to nail down how do we need to think about this? And so. We started to realize it’s like, okay, we have the sales engagement data and then we have our client engagement data, so how do we wanna start thinking about that? And then there’s really kind of the two big buckets of how we apply those layers is one for product marketing. Direct control is governance, right? And content management. So, okay, based on our sales and our clients are engaging pitches, digital rooms, you know, views, downloads, et cetera. And then, you know, what does that tell us about our content and how we should be managing it? And one thing that’s so exciting that I’ll share our most recent learnings from this effort, you know, we’re used to working through our roadmap. We get these initiatives, requests, you know, executive asks all of those things. We’re now really shifting how we make and build our roadmap. We’re still gonna do all that, of course. But now we have this new opportunity with this kind of engagement data to say, hey, there’s these materials that get used all the time. So we do a monthly report to our executive team, just of the high level metrics I just mentioned. And we started seeing this one brochure we built. It’s our differentiators brochure, which, you know, it’s a good piece. But we originally built it two or three years ago and we’ve refreshed it once. We were seeing that thing in the top five every month and often the top position every month with both sales and client engagement data. And we’re like, holy moly, this thing is on fire. Right? So what we’re doing now is it is now part of our ongoing strategy and we’re gonna look to the top 20%, right? Driving all engagement data. To make it a proactive part of refreshing and keeping it the best capable content on an ongoing basis, whether that’s monthly or quarterly. So that’s how we’re changing and shifting based on governance. The other side of the hat is really the behaviors, right? And we don’t directly control that, but what we’re trying to do is leverage data in a way. Now we can really showcase how this data can drive the behaviors we want from the team and then inspire our sales leaders and executive team to embrace that and leverage it, right? So we’re, we’re building out that platform. So more on that, but it’s really so exciting because, you know, we used to have to rely solely on maybe an annual survey we would send to sales, hey, you like what we’re doing right? And maybe you get 10%, 20% responding or just kind of ad hoc, scattered feedback. And now we really just have this objective, trustworthy data we can work off of. SS: I love that. Since launching Highspot, what results have you seen on that front and are there any key wins or notable business outcomes you can share? AB: So as part of leaning in more, like I said, we’ve already learned so much, and then now also in preparation to make these committee our kickoff sessions as valuable as possible and really go out with a banging. I had this hypothesis and I said, and I felt pretty good about it. Because you see the names of the people driving new business and you recognize those names from users in Highspot. And I started thinking, I said, I really think Highspot drives new business. So I tasked my systems and analytics team. I’m very fortunate. And product marketing, if you were in a product marketing team, if you can have an analytics team, it’s really valuable. So I test ’em to say, okay, how do we drive the correlation between Highspot engagement? And revenue outcomes. And we started with kind of looking at a quadrant. We said, okay, let’s look and do the old quadrant on Highspot engagement, users usage to revenue outcomes, and kind of map out those so we can think through different use cases there to start and then really start to see the correlations. So the big great things is you start to see these stories emerge naturally. And they dug in and there’s another persona team who came from another big tech and has regression analysis and all this. So lucky me, they were able to drive that. When you take a user of Highspot or a non-user, I would say someone like one of our sellers that’s not really using Highspot, and you layer on the best Highspot engagement activities, you have an opportunity to enhance their new business by 29%. And now I’m sure there’s other variables. You know, I’m sure the Highspot users that are active, Highspot users probably are good at going after new business. But the bigger picture there is, is think about that. If we even get 10%, 15% of the movable middle and the bell curve, just doing the things that are right, think about how you can move the needle. So we took that same lens, or we put it across total revenue, connected to engagement, and then also incremental increases with existing business. And every single one had really remarkable results. New business being the top. So. Just huge insights. We’re gonna definitely debut that to our executive team and get them excited and, and then lean in, hear their questions, and work with our sales enablement and training teams to say, okay, here’s those behaviors that we should start to reinforce. SS: Amazing results, though. Amazing results now. I appreciate you joining this podcast so much. I’ve learned so much from you already, and it is amazing to be able to talk to another strong female marketing leader. So I really appreciate your time and I noticed that you were recognized for the Los Angeles Times Inspirational Women’s List in 2024. So I have to say, this might be one of my favorite questions of the entire podcast, but what is one piece of advice that you would share? With other women looking to develop as leaders to drive impact for their organization. AB: Well, thank you so much for that question. I will tell you it was such an honor. I mean, I was so humbled and grateful to the LA Times Studio for that recognition. And it was such a journey and just so wonderful. But you know, back to your question, you know, as you go through your career journey, you see different types of leaders and you see what works and what doesn’t work. What inspires you individually? What inspires teams? And some of the takeaways that I’ve kind of compiled and really showcased as part of panel I got to participate on last November was how you need to lead authentically. And what I mean by that is. You can’t adopt someone else’s leadership style exactly, because it may not fit you. You have to understand your natural way of inspiring people because you get more as a leader by inspiring people than mandating them to do things, right? Not saying mandates don’t have their place where they’re needed, but when you’re inspiring people and getting them excited about the work they do, it’s gonna have such an impact, and you can’t do that unless you’re your authentic self. It’s kind of hard and as a woman, you probably know this, it can even be harder sometimes because the, the standard kind of tried and true leadership that have been staples don’t always come off authentically when you’re a woman leader. So, you know, we know the age old challenges that come with that. So how do you, I’ve really studied and done a lot of psychology reading and stuff like how do I foster the best. Kind of leverage my quality traits. And that leads me to the second part that’s really important. I was lucky enough in my earlier I was, when I was working at one of the larger corporations, they put us through this exercise, and if you can do this anyway, if you haven’t already, we did strengths finders, which I thought was so great, but I’m sure there’s lots of tools out there. And you kind of learn about your own unique strengths. And it’s kind of eye-opening ’cause you know, but you don’t. But when you see ’em in front of you and then you start to read what they are, you think they nailed it, right? And so when you can understand those things about yourself, you start to position yourself to be where you do well, right? Because you know that about yourself. And then you can kind of channel those and then work on the areas where maybe aren’t as easy. That’s also really helpful as a leader when you’re building teams, you know, it’s not getting the same cookie cutter employee. You have to build these energies together. Right. And it’s really a combination of different types. Of strengths. And so when I have a position to fill, I’ll look at the current team and I’ll say, okay, what, what are my strengths on there? What’s missing? What can I do better? And I will design the whole process around that. When I’m looking for a candidate, I’ll say, you know, I’ll design the interview questions, I’ll design the job role, all of it. And that’s how you get kind of a well-oiled machine. So that’s a big thing. And then of course, just in mentorship, you know, embrace mentorship. It’s so important to build future leaders. Help them understand the grace in getting out of a job they hate, you know, and finding that place where, you know, we’re always gonna have projects that aren’t fun, but if you really hate your job every day, it’s, you know, I always advise young people coming up like, don’t be afraid to make a move. It’s okay, whether it’s another department or another company, you know, you’re only gonna do yourself justice by getting yourself where you belong. So, yeah, it’s really. Tailoring your support for the unique mentorees that you have. We have a regular intern program, so I get interns every year and it’s really great. I learn and get a lot of great feedback. So, you know, I guess I’ll say, you know, to sum it all up, lead with authentic behavior and purpose and clarity, and you’ll drive impact and really focus on driving the young future leaders of America. SS: I love that advice and it resonates a lot with me, so I really appreciate this, Andrea, thank you so much for joining us on this podcast today. AB: My pleasure. Thank you so much for having me, Shawnna. SS: To our audience, thank you for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

With an illustrious career spanning over 15 years, Vladimer Botsvadze stands as a luminary in the dynamic realm of digital transformation and marketing. Regarded as one of the foremost influencers, keynote speakers, professors, futurists, thought leaders, Fortune 500 consultants, startup advisors, and C-suite mentors worldwide, he has left an indelible mark on the technology industry. Vladimer's journey to the summit of the industry is underscored by numerous accolades and recognitions, solidifying his position as a thought leader. Recognized as the №1 Global Marketing Thought Leader by Thinkers360, he has consistently demonstrated an unparalleled understanding of the evolving landscape. Google ranked him as the №1 Digital Marketing Keynote Speaker, and the Push to Be More podcast described him as ”a celebrated icon.” His extensive international experience has been showcased through speaking engagements at prestigious events such as the Global Marketing Summit where he is listed alongside Professor Philip Kotler. Vladimer serves as an Advisory Board Member at the United States Artificial Intelligence Institute. Featured in Forbes, Business Insider, Wired, and Yahoo Finance, Vladimer's insights have earned him a place among the industry's brightest minds. His expertise extends to judging panels at renowned awards like the Gartner Marketing and Communications Awards and the Webby Awards. Vladimer's commitment to nurturing talent is evident in his roles as a Start-up Mentor at the UCLA Anderson School of Management, a Mentor at UCL Enterprise & Innovation, and a Judge at the Techstars Founder Catalyst. His influence extends globally, with roles as a Startup Mentor at Abu Dhabi SME Hub and Take Off Istanbul, a Mentor at Plug and Play Tech Center EMEA, and a Career Mentor at the University of Westminster. As a member of the CMO Council, Vladimer continues to shape the future of marketing and leadership. His impact is further underscored by his recognition as one of the Top 5 Successful Entrepreneurs to Watch in 2022 by The Enterprise World Magazine and as a Transformative Leader of the Year by Exeleon Magazine in the US. Notably, Vladimer has been featured in esteemed online events and podcasts, including interviews by David Meltzer's Office Hour and Claire Bahn's Powerful Personal Brand podcast. His prominence in the industry is evident through his inclusion in various lists, such as the Top 10 Global Generative AI Thought Leaders by Thinkers360 and the Top 100 Global Retail Influencers by RETHINK Retail. Vladimer's influence extends to social media, boasting a substantial following of over 130,000 individuals. His average audience satisfaction rating of 98% attests to the impactful nature of his talks. With a plethora of game-changing strategies, he provides matchless opportunities to global clients, ensuring their navigation of the ever-changing modern business world with a competitive advantage that guarantees long-term success and sustainability. In every presentation, Vladimer Botsvadze captures the attention of his audience, leaving them inspired and armed with practical strategies to enhance their results. He firmly believes that staying attuned to technological developments is the cornerstone for brands to remain competitive, a philosophy that has propelled him to the summit of the digital transformation and marketing landscape. Connect with Jon Dwoskin: Twitter: @jdwoskin Facebook: https://www.facebook.com/jonathan.dwoskin Instagram: https://www.instagram.com/thejondwoskinexperience/ Website: https://jondwoskin.com/LinkedIn: https://www.linkedin.com/in/jondwoskin/ Email: jon@jondwoskin.com Get Jon's Book: The Think Big Movement: Grow your business big. Very Big!   Connect with Vladimer Botsvadze: Website: www.vladimerbotsvadze.com Twitter: www.twitter.com/vladobotsvadze Instagram: www.instagram.com/vladimerbotsvadze LinkedIn: www.linkedin.com/in/vladimerbotsvadze Facebook: www.facebook.com/vladimerbotsvadze  *E – explicit language may be used in this podcast.

Aseem Puri, CEO of Unilever International and author of '10X Productive', shares powerful insights on maximizing productivity and achieving work-life balance. From innovative meeting strategies to energy management techniques, Puri offers practical advice for professionals seeking to thrive in high-pressure environments while prioritizing personal growth and well-being. 00:36- About Aseem Puri Aseem is the Chief Executive Officer of Unilever International, and he's an author.  He's an author of a book titled 10X Productive. Aseem is also the winner of the Marketing Excellence Award, the CMO Council award.  He's been selected by Times of India as one of India's 24 leading emerging young leaders for the future in lead India.  He's a three time winner of the HUL Chairman's Award and Global Category Unilever award. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

In this episode we talk about how to build your personal brand in an AI world with Vladimer Botsvadze. Ranked as the No.1 Global Marketing, Social Media, and Retail Thought Leader by Thinkers360 with 130,000 followers across his social media channels, his contributions to marketing have had a global impact, making him one of the most influential keynote speakers, advisory board members, start-up advisors, and thought leaders in the industry. Vladimer has been described as ''a pioneer across the globe'' by Exeleon Magazine. He is an Executive Judge at the Gartner Marketing and Communication Awards. Vladimer serves on the Advisory Council of the Harvard Business Review and the Advisory Board of the United Artificial Intelligence Institute. His expertise is trusted by the American Marketing Association. Vladimer has been featured in Forbes, Bloomberg, Yahoo Finance, Irish Tech News, and World Biz Magazine. Moreover, he mentors start-ups at the UCLA Anderson School of Management, UCL Innovation and Enterprise, Abu Dhabi SME Hub, and Plug and Play Tech Center EMEA. He is a member of the CMO Council and mentors students at the University of Westminster. He sets the highest standards for marketing and delivers extraordinary results. With a reputation for driving transformational change and traveling the world delivering keynote speeches, Vladimer has spoken at the Global Marketing Summit and the Asia Retail Summit. 

Join us in this enlightening conversation with Donovan, a visionary leader from the CMO Council, as he shares his profound insights on the evolution and future of B2B marketing. In this interview, we talk to Donovan about how B2B marketing has changed and how to be successful as a B2B marketer in 2024. Donovan and Bryan cover topics like: The importance of experiential knowledge and insights The challenges and strategies for fostering effective collaboration between marketing and sales teams The roles of generative AI in marketing operations and strategies in 2024 and beyond Show Notes: 00:00 Intro 00:50 What is the CMO Council? 06:23 Has the CMO role fundamentally shifted in the digital age? 10:38 What are the main challenges between marketing and sales? 20:31 Only 22% of CMOs believe their CFO is very willing to collaborate 25:35 Can Generative AI help with the frictions between sales, marketing and finance? 30:00 Conclusion

This special guest has spent over 2 decades scaling enterprise SaaS companies and has experience in customer success, engineering, product, sales, and marketing. Ash Parikh is the CMO of Trellix and an Advisory Board Member of Yellowbrick Data, CMO Council, and a frequent contributor to the Forbes Communications Council. Ash shares his five secrets to The post The 5 Keys of The Growth Mindset with Ash Parikh appeared first on WebMechanix.

In this episode of B2B Marketing: The Provocative Truth, Benedict chats to Andrea Linehan about marketing's potential for driving revenue in B2B.There's a problem with revenue in B2B marketing. Marketers are not maximising the potential for marketing to drive revenue when it is so crucial to the business's success. Is the issue down to marketers not willing to put their reputation on the line, or are there bigger problems with current strategies? Either way, in order for marketing to justify its function (and budget), marketing needs to show how it directly contributes to revenue.Andrea Linehan is a seasoned marketer primarily focused on fintech. She is the CMO of CurrencyFair.com and Zai, and she is an advisory board member for the CMO Council as well as a board member for the Irish International Business Network. Prior to joining CurrencyFair.com, Andrea served as CMO for GRID Finance. In 2021, she was listed as part of the Top 30 Most Influential Fintech Marketers by The Fintech Marketing Hub.You can find Andrea Linehan on Linkedin.You can watch full video versions of the podcast on our YouTube channel.Ready to provoke the truth? Get in touch at alan-agency.com. Hosted on Acast. See acast.com/privacy for more information.

Le Zero Party Data, ou données volontairement partagées par les consommateurs, est en train de révolutionner le paysage de la publicité et du marketing. Selon une étude de Forrester, 41 % des marketeurs prévoient d'augmenter leur investissement dans le Zero Party Data en 2023. Cela montre l'importance croissante de cette source de données pour les entreprises.L'utilisation du Zero Party Data dans les médias et le retail media a des avantages significatifs pour les marques. Une étude menée par le CMO Council révèle que 62 % des marketeurs estiment que l'exploitation du Zero Party Data améliore leur compréhension des préférences et des besoins des consommateurs. Cela permet une meilleure segmentation et un ciblage plus précis des audiences, ce qui se traduit par un retour sur investissement plus élevé pour les campagnes publicitaires.Nous demanderons à nos invités : 1) Quel est l'impact du Zero party Data sur les medias traditionnels et le retail media ?2 Quels sont les usages concrets du concept de « zero party data » dans le cadre de campagnes marketing ?3) Comment voient-ils évoluer à l'avenir l'usage du concept de « zero party data » dans l'écosystème publicitaire, notamment programmatique ? Pour en discuter : Julien Mas de Gold CircleJérôme de Lempdes de Prisma Media Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

According to a CMO Council report, 85% of C-level business leaders view partnerships and alliances as essential or important to their business, but only 33% report having a formal partnering strategy in place.   That's astounding!   If you're anything like me, you want to be among that top 33% who are leveraging partners and delivering positive ROI, and that's why I am starting this new interview series with a bang. I'm talking to one of the leading experts on strategic partnerships, Dr. Mark Brigman, author of PARTNERNOMICS, and he's going to be sharing with us his Strategic Partner Leadership Model™ and more.   Mark is an expert at architecting partnerships that result in a competitive advantage. Throughout his career he led hundreds of global multi-million dollar partnerships touching nearly every industry. He authored PARTNERNOMICS, which introduced the Strategic Partner Leadership Model™ (SPLM) as the culmination of his 20+ years of experience in forging industry-leading partnerships. Mark earned a Masters in Economics and a Ph.D. in Business Administration.   PARTNERNOMICS on Amazon: https://amzn.to/3BFDGTk    Ready to scale up? Then it's time to sign up: https://www.agorapulse.com/calendar   Full notes & transcript: https://www.thesocialmediahat.com/blog/how-to-approach-strategic-partnerships-and-new-opportunities/    Powered by Agorapulse: the #1 rated social media management solution.   Music by Jumbo, "Peripheral" (feat. Plum Soul) Produced and Hosted by Mike Allton

In this episode, we talk with Shikha Pakhide about the impacts of the ever-growing Martech landscape. Shikha is currently Global Marketing Director with X0PA AI, a B2B SaaS platform to improve the hiring process. Prior to joining X0PA AI, she held several general marketing, product management and leadership roles. She is passionate about Go To Market strategy, Brand Awareness, Account Based Marketing, Account Based Experience and Demand Generation. Shikha has been recognized as the Most Innovative Martech leader by the World Marketing Congress. She is an active member of CMO Alliance Community and CMO Council.Tune in to hear:- Shikha's exposure to Martech tools and platforms and her take and experience with the overall growth of martech tools. - What she sees as the biggest challenges as a marketer with the Martech space. - Lessons or guiding principles she has learned and applied when thinking about how data flows between applications/platforms, and the downstream impact on analytics.- How the challenges with data and analytics affect Shikha's ability to articulate the ROI (or benefits) from investing in Martech or programs.Episode Brought to You By MO Pros The #1 Community for Marketing Operations ProfessionalsJoin Us at MOps-Apalooza! Join us LIVE in October 2023 along with 400+ Marketing and Revenue Ops pros. Learn more here.

Content Outline: Segment 1: Foundational Info for Brand Managers Segment 2: What are the Common Mistakes Brand Managers Make Segment 3: Peer to Peer Interaction and Sessions with Kevin's team Kolbe Info - https://www.kolbe.com/   Guest Biography:   Kevin is a trained educator with 20 years of experience as a CPG executive. Since founding Gurulocity in 2016, he's been empowering brand managers to think and act independently to accelerate the growth of their brands, teams, and careers by providing marketing training and consulting services to many of the country's leading CPG organizations. In doing this, Kevin has helped his clients realize over $1B in new revenue and has trained more than 1,000 brand managers. He is also a featured instructor for the American Marketing Association, lectures at the IU Kelley School of Business, and has been featured in Ad Age, Forbes, Fast Company, Business Insider, and the CMO Council.  Email: knamaky@gurulocity.com Website: https://gurulocity.com Social links (Twitter/Instagram/SnapChat/Facebook): LinkedIn >> https://www.linkedin.com/company/gurulocity Twitter >> https://twitter.com/gurulocity

This episode features an interview with Liz Miller, Vice President and Principal Analyst at Constellation Research. Liz is an industry veteran with nearly 30 years of experience instructing global marketing organizations on how to deliver the best customer experience. Previously, Liz worked for GlobalFluency, CMO Council, and Jan Marini Skin Research.In this episode, Liz discusses the evolution of the CDP, what real-time actually means to customers, and how sales training at The Gap made her a better marketer.-------------------Key Takeaways:Composable architecture that holds data, business applications, systems and tools is fundamental to have headless applicationsAsking your customer open-ended questions is key when collecting valuable and personalized dataWe no longer look at customer experience through the lens of our systems, but through the eyes of our customers. They are in charge of what real-time data means to them.-------------------“Marketing's role is to so deeply understand the market and the customer that we act like this translational bridge between what our customer needs, wants, and expects, or just wants to dream about, aspire to. And we translate their language so that they can discover and understand our products and how great it is and all of those wonderful profitable things. We're here to fundamentally drive durable, profitable relationships with our customers, full stop.” – Liz Miller, VP & Principal Analyst at Constellation Research-------------------Episode Timestamps:‍*(02:07) - Liz's background  ‍*(06:32) - How The Gap made Liz a better marketer ‍*(11:42) - Trends in marketing and customer engagement‍*(19:06) - Liz explains the difference between CDP and CRM‍*(33:23) - How Liz defines good data ‍*(35:40) - An example of another company doing it right with customer engagement (hint: it's Nespresso)-------------------Links:Connect with Liz on LinkedInConnect with Kailey on LinkedInLearn more about Caspian Studios

 Through conversations with sales, marketing and leadership teams, we find that most programs are just a more targeted “demand gen” and “digital advertising” function with technologies that can be found in the Forrester New Wave for ABM Platforms. Corrina Owens (Senior ABM Manager for Gong) mentioned on one of our podcasts that these ABM platforms have diluted the market on what ABM is about. Their big selling point is the targeted advertising approach -- and it has become the norm, where many have forgotten the principles of ABM. She says that we need to take a “less is more” approach where we focus less on demand gen and focus more on “less” accounts at any given time and giving those accounts and the human buyers inside those accounts hyper, personal attention. When we started to create discussions on Corrina's podcast interview and on Kristina's articles on MarketingProfs and CMO Council that were focused on how CMOs are confusing ABM with demand gen, we were asked: How can you tell the difference between a targeted demand gen motion and ABM? This webcast and ABM Done Right Podcast answers that question.

In a survey by IBM, 3,000 CEOs said technological factors were the number one concern for their enterprises over the next two to three years. As a result, 60% say they're accelerating digital transformation efforts. This should be good news for CMOs. According to research from The CMO Council, the majority of the C-suite says the essential role of a CMO is to be a digital transformation leader. As companies go all-in on digital transformation driven from the top, CMOs should stand to benefit. But are CMOs prepared?  In this week's episode, Paul and Mike break down some key findings from our AI for CMOs report, discuss opportunities for CMOs and marketing leaders, and more.

In social, email, and live conversations with CMOs, VPs of Marketing, and other marketing leaders, Kristina Jaramillo (President of Personal ABM) is often asked what is the difference between an ABM motion and a targeted demand gen motion. Because of the confusion between ABM and competitive strategies, Kristina even wrote a POV article for the CMO Council blog on how CMOs are confusing ABM with targeted demand gen.  On this ABM Done Right Podcast, Kristina, Eric Gruber (CEO of Personal ABM), and Cristina Daroca (Senior Director, Global Demand and Americas Marketing at Riverbed Technology) discuss how Riverbed is trying to go beyond demand gen with ABM. When you listen to this podcast, you will learn:How sales and marketing were not aligned and integrated with sales to win and expand key, tier 1 accounts that are resistant to change as demand gen is campaigned-focus to build a category and drive awareness.  The differences between a demand gen motion and an ABM motions. Why you need to go beyond campaigns and take a more personal 1:1 approach -- and how and when 1:1 ABM should be executed. How ABM is not about just getting accounts into the pipeline and how ABM should be used to drive retention and expansion. You'll learn how Riverbed Technology is using ABM to continue to expand within top banks like Bank of America and to expand into the regional banks that are under the large brand's umbrella. 

Marketing technology or martech has suddenly become both more important and more problematic. Marketers must consider how to tame the profusion of technology and harness it to work more effectively – both for the customer and the brand.  In this episode of Reimagine Marketing, Wilson Raj welcomes guest Scott Brinker, VP Platform Ecosystem at HubSpot; Editor AT CHIEFMARTEC.COM and Program Chair of MarTech. Wilson and Scott discuss the impacts of disruptions (COVID-19, economic uncertainty, digital transformation, etc.) and changing consumer behaviors on both martech and customer experience (CX). They look to answer key questions about how consumer engagements and brand relationships may be shifting or evolving in this new environment. This podcast covers:  The origin story of the Marketing Technology Landscape (Martech 5000) and the similarities and differences over the last 10 years.  The relationship/connection between digital transformation, customer experience and marketing, and how the relationship between these three aspects impacts the view of marketing ROI, performance, and measurement for the marketer.  Gaps in marketing leadership according to a recent CMO Council survey, and the impact on those gaps considering the acceleration and focus on tech (AI, AR, VR, IR) in marketing.  The future of marketing in the year 2030 and beyond.   Here are some of the resources we mentioned during the episode:  Martech 2030: https://chiefmartec.com/2020/10/martech-2030-augmented-marketer-marketing-technology/  Experience 2030: sas.com/experience2030  Are CMOs falling behind with martech? The C-Suite thinks so, and they may be right (chiefmartec.com article)  Connect with Wilson: LinkedIn | Twitter  Connect with Scott: Twitter  Check out additional episodes of the Reimagine Marketing podcast series at reimagine-marketing.transistor.fm.   Subscribe to the Reimagine Marketing podcast so you never miss a future episode.   Visit https://www.sas.com/en_us/explore/reimagine-marketing-podcast.html to learn more about our guests, upcoming episodes and more.   If you'd like to be a guest on a future episode, have an idea for a future topic or would like to share feedback about our Reimagine Marketing podcast, send us an email: reimaginemarketingpodcast@sas.com.   About our guests:  Wilson Raj is the Global Director of Customer Intelligence at SAS, responsible for the marketing of SAS' AI-powered marketing solutions. Raj has held global leadership positions in marketing at Fortune Global 500® companies including Microsoft, Medtronic, and Philips, and advised C-level executives on digital strategy while at award-winning agencies Publicis Groupe, VML/Young & Rubicam and Wunderman. Raj is often featured in keynotes and in major media publications such as Adweek, CMSWire, CRM Magazine, Forbes, InformationWeek, MarketingProfs, ZDNet, and more. He's the co-host of the Reimagine Marketing podcast. He also serves on the Digital Marketing Advisory Council for George Washington University School of Business.  Scott Brinker writes a personal blog about marketing technology called Chief Marketing Technologist and is the creator of the Martech Supergraphic. Often cited in marketing presentations, marketing conferences and social media circles, Brinker began the MarTech industry conference in 2014 in Boston and now runs them twice a year. CMSWire journalist Dom Nicastro is credited with first calling Brinker the “Godfather of Martech.” Brinker graduated from Columbia University with a BS in computer science and went on to get an MBA from MIT and a master's degree in computer science from Harvard University. 

In this week's episode of Analytics Neat we discuss a T-Mobile data breach and online shopping preferences on the Undercard. For the Main Event, we look at a survey from the CMO Council that digs into the value generated by a positive relationship between Marketing and IT. All this and more in this week's episode of Analytics Neat. Thanks for listening! iTunes: https://itunes.apple.com/us/podcast/analytics-neat/id1350608276?mt=2 Spotify: https://open.spotify.com/show/2DIz7pDt5IYA2VJ86LbaK3 Google Play: https://play.google.com/music/m/Iaeur7hjizv7s654nbcsfgtxsmq?t=Analytics_Neat Amazon: https://music.amazon.com/podcasts/3f77907d-81b7-46ff-a9cd-12c3c539a2ad/Analytics-Neat Continue the conversation on Twitter with #AnalyticsNeat https://twitter.com/BillBruno https://twitter.com/AnalyticsNeat Visit BillBruno.com

Wendy McEwan, CMO Council Asia member and media and marketing veteran, joins Lindsay Rowntree and Anne-Marie Sheedy to discuss the latest news in ad tech and martech. In this episode they cover: Twitter begin trialling a new ecommerce feature, 'Shop Module'; the EU issue Amazon with the highest GDPR fine in history; and more brands are exploring bringing gaming and esports expertise in-house.

In this podcast I spoke with Vladimer Botsvadze. His work ethic and drive is impressive and where he is today after 15 years in his field has been only made possible by the true dedication and commitment he has put in every day. Before and after the recording I learned so much about this dynamo and he offered guidance and support to me as well. Credit where it's due, Vladimer is a "giver". Vladimer is a globally renowned digital transformation and social media influencer, thought leader, Fortune 500 consultant, professor, keynote speaker, startup advisor, and media personality. With over 15 years of international experience in marketing and innovation, with a proven track record providing guidance to executives and top brands worldwide. He is currently ranked the No. 1 Global Marketing Thought Leader and Influencer by Thinkers360 and has been recognized as an influencer by Onalytica, The Awards Magazine, Rise.Global, Kred, GlobalData, Analytics Insight, and Whizlabs. Vladimer has gained popularity and has risen to global prominence single-handedly building his Twitter, Linkedin, and Instagram. He has earned more than 130,000 followers across his social media platforms. His Twitter reaches 40 million people in 1,145 cities and 185 countries. He advises companies, start-ups, trade associations, and think tanks. He is represented as a speaker by Champions Speakers UK, A-Speakers, Motivational Speakers UK, All American Speakers, Speakers Academy International, and Pro-Motivate. He is among the world's most recognized social media experts being recognized in the top 1% of global social media influencers by Kred. Vladimer is among the sharpest and most consistently business visionaries who has been described as ''the world's best digital marketing consultant and speaker,'' ''a visionary and an early adopter in the digital realm'' and '' a wizard at social media.'' With persistence and patience, Vladimer has initiated and continued a process of self-education, which has distinguished him as an influencer. His work focuses on the intersection of storytelling, practicality, consumer behavior, and social media marketing. He has been interviewed by Thinkers360, Emerging Europe, Authority Magazine, CX Buzz, Onalytica, Billion Success, Natfluence, Kred, and Engati. Through his consulting, speaking, teaching, startup advising, and mentoring services, companies have grown from a groundbreaking idea to the fastest growing companies. He has been recommended by the professionals from London Business School, Google, KPMG, MasterCard, AC Milan, Forrester Research, PepsiCo, Dell, and other leading global brands. Vladimer is a member of the CMO Council, IoT Council, IoT Premier League, XR4ALL, Sydney Startup Hub, and Amsterdam Economic Board-Amsterdam Smart City. He is a global marketing and retail expert advisor at Wiseup Networks and OnFrontiers. He sits on the boards of companies in Europe and provides his knowledge on marketing, digital transformation, branding, AI, and retail. He empowers brands to scale, expand, and accelerate their growth, and drives change to their advantage. He has worked on billion-dollar marketing projects with Fortune 500 brands and his practical marketing strategies have inspired the top executives to quadruple their results. Website LinkedIn Twitter

In this episode, we sat down with Donovan Neale-May, Executive Director of the Chief Marketing Officer (CMO) Council, a global network of more than 16,000 senior marketing executives in 10,000 companies controlling nearly $1 trillion in annual, aggregated marketing spend.The post CMO Confidential: Donovan Neale-May Executive Director, CMO Council appeared first on New Digital Age.

Ash Parikh, Global Head of Marketing at Informatica, joins the podcast to talk about the importance of knowing your customer. In this episode, Ash shares why you need to create buyer personas, how to identify key decision makers, and how to best leverage your content to support prospects through their buyer’s journey. Tune in to learn how to gain a better understanding of your buyers, how to develop an effective content mix, whether or not you should still be gating your content, and more. Links mentioned in this episode: Manufacturing Demand Book: https://bit.ly/37zkhVw [Video] BDO Digital Acquires DemandGen: https://bit.ly/2MXTpbU Ash’s latest blog post on CMO Council: http://bit.ly/3v3zvxo --- Check out these other resources! DemandGen Resources Hub: https://bit.ly/2N3myz1 DemandGen Blog: https://bit.ly/3cVwnt9 DemandGen TV: http://bit.ly/37Ds3PS 

Kristina Jaramillo, President of Personal ABM and Stop the Sales Drop, has a reputation for building strategic social programs that drive sales cycles and revenue. In fact, she's featured in LinkedIn's own “Sophisticated Marketer's Guide to LinkedIn” and her articles can be found in Forbes, MarketingProfs, Salesforce.com, Sales & Marketing Management magazine, CMO magazine, CMO Council, and many others. In addition, she's a key instructor for MarketingProfs ABM courses.  While her partner, Eric Gruber, is responsible for the firm's strategy and the team's content developers, Kristina manages the execution. Through her focus on building personal relationships with one-to-one communications that speak to specific decision-makers and influencers, her team builds top to bottom engagement, relationships, and trust with previously untouchable enterprises. It's through these personal communications that her team reversed “No” positions, saved accounts, and created wins with accounts that were unresponsive to sales and marketing messaging for more than five years. Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode of AD4, I'm joined by Roger Dooley, Forbes Brainy Marketing CMO Council, author, marketing pro and international keynote speaker who's used Neuromarketing principles to create content that's built huge website audiences. His personal record is 3 million unique visitors/month.  He's also the author of the 2 books Friction and Brainfluence, the host of the Brainfluence podcast which has featured Ryan Holiday, Guy Kawasaki, and nobel prize winner Al Roth. If that wasn't enough to convince you to hear him out he's also got decades of experience leading digital marketing organizations and currently runs his own Neuromarketing Consultancy. 

Welcome Loyal listeners in today's episode of the loyalty minute we're going to be talking about How you distinguish a transactional relationship from an emotional one? In a report titled, “Loyalty That Lasts” published jointly by Cheetah Digital and CMO Council the bring an important aspect of customer behavior to light: emotional loyalty. What is the intention behind your customer interactions? Is it just to make a sale? Or to establish a lasting bond—a bond that is not “predicated on savings, rewards or promotions”? The expert commentary by Judd Marcello of Cheetah Digital delves into the foundational elements of emotional loyalty (affinity, alignment and trust), emphasizes the complexity involved in achieving it and outlines the benefits for both brands and customers. Executive perspectives from senior marketers explore how loyalty is redefined from the customer's perspective and shows that proper, consistent and reciprocal use of customer voice can help progress from transactional to emotional loyalty. Based on insights from 170 senior marketers, the report indicates a fundamental disconnect between the two... For a link to the full report, and other great customer loyalty insights, please visit theloyaltyminute.com Enjoy! --- Send in a voice message: https://anchor.fm/rob-gallo/message

Donovan Neale-May is founder and executive director of the Chief Marketing Officer (CMO) Council (www.cmocouncil.org), a global affinity network of more than 16,000 senior marketing executives in 10,000 companies controlling nearly $1 trillion in annual, aggregated marketing spend

Marketing, digital and IT all have a role to play in delivering great customer experiences. In this podcast we interrogate the issue from the perspective of all three. Our guests include Campari’s IT manager Tim Reid, the former Head of Digital at AMP and Citibank Michael Weeding, and The CMO Council’s Liz Miller.

This week on DisrupTV, we interviewed Omar Abbosh, Chief Executive, Communications, Media & Technology at Accenture, Liz Miller, SVP, Marketing at CMO Council, Nicole France, VP & Principal Analyst at Constellation Research. DisrupTV is a weekly Web series with hosts R “Ray” Wang and Vala Afshar. The show airs live at 11:00 a.m. PT/ 2:00 p.m. ET every Friday. Brought to you by Constellation Executive Network: constellationr.com/CEN.

In episode 207, we get to hear all about multicultural marketing from one of the top experts in the field, Dr. Jake Beniflah. Dr. Beniflah is the Executive Director of the Center for Multicultural Science, a leading U.S. non-profit, dedicated to representing women and ethnic and racial minorities in multicultural research and data science. He is also an editor for the CMO Council. How do art and science come together in marketing? Find out on this week's episode!

Although GDPR went into effect last May, 16% of companies still don’t have a plan for GDPR compliance and 11% don’t know if they have a plan, according to new research from the CMO Council. In a conversation with Liz Miller, SVP of Marketing at the CMO Council, she digs into the data to uncover the main misconceptions that are confusing B2B companies on GDPR. Miller also shares some of the key traits and themes found in the research when comparing leading GDPR-compliant companies versus laggards.

Customer data management is tough these days. It's complicated, and operational silos are an issue, making it harder and harder for businesses to gain a comprehensive, single view of their customers. But having a single view of your customer is an integral part of customer data management. Whether or not it's attainable, however, is another story. A recent survey by the CMO Council demonstrated that only 22% of senior-level marketers feel having a single view of their customer is attainable. What has been a reality so far is technology that makes things more complex and expensive, while at the same time putting up silo walls that separate data. Here are some of the reasons we are dealing with siloed customer data: Multiple Data Sources That Are All Structured Differently – Businesses all have numerous software systems and technologies that aren't made to share data. For instance, the CMO Council survey indicated that 53% of the companies who implemented marketing software solutions installed five or more of them. Multiple Devices – Customers use multiple devices, including computers, tablets, and smartphones, to make purchases. Multiple Channels – Customers use several different channels to make purchases, including in-store, online, and via smartphone. In addition, customers also often switch between channels within one purchase. For instance, a customer might search for products on their phone, make the purchase on their computer, and pick up the item in-store. Why Having a Single View of Your Consumer Matters

EP095- Listener Questions and Amazon Earnings http://jasonandscot.com Amazon Q2 2017 Earnings Summary (PDF from Amazon) Amazon reported a beat on revenue but a miss on earnings Revenue came in at $37.96 billion, beating street estimates of $37.18 billion. EPS was only 40 cents per share, missing street estimates of $1.42 per share. Listener Questions Kiri Masters: I'd love to hear Jason and Scot talk about their global e-commerce outlook. Amazon in particular seems keen to expand aggressively in international markets. Does the growth opportunities match the regulatory / operational complexity for brands? Interested to get your take. Josh Tarasoff: Hi Jason and Scot--What is your take on Amazon's strategy behind buying products at full retail price from marketplace sellers? Here is an article: http://www.cnbc.com/.../amazon-new-fba-program-buys.... Thank you. I love the show. Anup Gosavi Hey guys... love your show. Would love to see your take on when/ if brands will be active on messaging platforms like Messenger, Kik. etc. Is it actually a better channel than email? Is there a signal in all that noise? Opportunities/ risks etc. Thanks! Lauren Quaile Tonkin: I'd love your thoughts on autoreplenishment. Why have other retailers not adopted this tactic broadly (beyond Amazon and Target)? Do autoreplenishment models differ globally? What non-intuitive products/categories do you think can benefit from an autoreplenishment strategy? Thank you! Keep up the great work. Ben Kates: off-price retail offline and online Gareth Hanes (in uk): Hi Jason & Scott, enjoying your podcasts from "the other side of the pond" in the UK. I would be interested in your take on the recent (in the UK anyway) growth of products sold on Amazon by Chinese 3P merchants (presumably manufacturers) using FBA. I have noticed transformational changes in some product groups where new SKUs and brands have gained strong traction very quickly (propelled forward by a combination of agressive pricing, AMS & FBA). There's been a lot of talk on your podcasts about Amazon "own label", but this "manufacturer to consumer" model would appear to be a much more of a imminent threat to incumbent domestic brand owners. Don't forget to like our facebook page, and if you enjoyed this episode please write us a review on itunes. Episode 95 of the Jason & Scot show was recorded on Thursday July 27, 2017. Join your hosts Jason "Retailgeek" Goldberg, SVP Commerce & Content at SapientRazorfish, and Scot Wingo, Founder and Executive Chairman of Channel Advisor as they discuss the latest news and trends in the world of e-commerce and digital shopper marketing. New beta feature - Google Automated Transcription of the show Transcript Jason: [0:25] Welcome to the Jason and Scott show this is episode 95 being recorded on Thursday July 27th. 2017 I'm your host Jason retailgeek Goldberg and as usual I'm here with your co-host Scott Wingo. Scot: [0:40] Hey Jason and welcome back Jason and Scott show listeners Jason imma. I haven't been traveling a lot lately but I think you have been zipping around for you you've kind of been hanging around the coast update listeners on your many travels. Jason: [0:56] Yeah I have been bicoastal this week's. I spent most of the week in my ancestral hometown of San Diego California, I was there for interact Tech which is a great smaller event that the internet puts on every year so that's some. Originally designed for CTO that sort of expanded to include the CMO Council and the digital Council so we had a. A fun couple days of a networking and content there and I got to lead to Workshop which was fun. It was for me probably not for any of the attendees and then flew to New York today to do a workshop with a card tomorrow. Scot: [1:37] Awesome yet so just racking up the miles going to join the eight million Mile Club Pearson. Jason: [1:43] I'm happy to report I hope to never achieve 8 million miles but I do have quite a few and I did get to visit I got to check off another Amazon bookstore on my West cuz there's one in University Town Center in San Diego. Scot: [1:58] Cool so give us a quick update on that and then what was the buzz it in RF take anything that listener should know about. Jason: [2:05] Usher so the the Amazon bookstore like. [2:09] Is not very interesting it was the second one they opened and it's a smaller footprint so it's basically. [2:18] Today in equivalents at our offerings to the. [2:21] The Seattle won that bet in West base so you not if you've been to another Amazon bookstore you don't need to go out of your way to see this one is that mentioned before the. The one in my hometown in Chicago appears to be, the most advanced with the with the coffee shop and a broader assortment of products than any of the other which is sort of interesting. Scot: [2:42] Did you try to return a random Amazon product like you're like you're freaking leader. Jason: [2:47] Because I was traveling for 8 days in a two-day overnight bag I did not have room to bring any test returns with me. [2:56] Yeah that's my shoes and I'm sticking to it but the check was good there was a lot of interesting speakers. [3:06] I definitely would say the theme of the show was preparing for the future and particularly overcoming risk aversion and not being afraid to fail and failing faster with sort of the. A recurring theme throughout the day. Scot: [3:23] So, gelatin and how do some of these 5200 or organizations crank up the the speed. Jason: [3:30] Exactly and I you don't I I think sometimes explicitly stated and sometimes kind of just implied, but you know I'll just leave the boogeyman for most of these these folks as Amazon and and they're particularly good at moving fast and innovating despite the fact that there. A large twenty-year-old company in so you know I feel like the the realization is hit a lot of folks that they have to find ways to be more. More agile and more forward-leaning than than the the innovator's dilemma with typically dictate. Scot: [4:03] And then what was your talk on. Jason: [4:05] So I actually did a workshop on that theme so I am. Presented sort of seven trends that I felt were sort of exponential growth Trends in the industry that would likely affect all of the. The attendees businesses and then I gave them some brainstorming tools that we use to be more forward-looking and sort of divorce ourselves from some of the, the Legacy thinking so I introduced them to a structure that was designed by a guy named Eddie to Bono called six hat thinking and so we went through a six hat thinking brainstorming exercise where we fired everyone from their current companies and had them all work for a new grocery retailer trying to invent a new customer experience in the US, to compete with Amazon Whole Foods. Scot: [4:52] Cool we should do a deep dive on the so don't say too much let's leave listeners just kind of guessing my my big question is did you really wear 6 haven't set a time. Jason: [5:01] Note that when we talk on the thing what you want is you only get to wear one handed a time that's that's the beauty of the the system. Scot: [5:11] So we won't tell listeners why it's called six hats so leave that is as I'm sure they're on the edge of their seat right now. Jason: [5:18] Cliffhanger. Scot: [5:19] What we have a jam-packed show tonight so let's jump into it so the two big topics number one is earlier today Amazon release their earnings for the second quarter and hot take on that and then we have listened or questions it's been quite a while since we did listen to questions we put the call out, and I'm excited report we we have a lot of listen to questions I'm not sure we're going to be able to get to them so let's kick it off with Amazon news which is our hot take on earnings. [6:04] Yeah so today. [6:07] Amazon came out with their Q2 earnings they're usually one of the later companies to report in our world so we already heard from eBay already heard from Google and Facebook and Twitter just kind of summarize those guys eBay was Steady As She Goes. Google did did relatively well the stock was off a little bit. They paid clicks were up but they face somatization challenges that that people kind of scratching her head about a lot of people worried maybe they're just getting a lot of klicks from YouTube that aren't monetizing very well-off out loud concerns over mobile and then, let's see Facebook crushed earnings on every measurable kind of thing they hit some new all-time highs Twitter's results for kind of man you know they're really struggling to add new users so that's kind of the setup is kind of you know. Mixed bad coming into Amazon so let's go through that so. The Top Line got to looking at Revenue that I came in at 38 billion and that topped Wall Street expectations pretty handily and represents 26% year-over-year growth and just remind listeners e-commerce is growing at 15%, and here you have Amazon just kind of pretty easily doubling that. [7:19] Nothing that I was have to remind myself with this quarter is it does not include Prime Dave so Prime day will actually fall into the Q3 results so. So this is this is pretty nice that represents a bit of an acceleration kind of from last quarter so you know Amazon would what amazes me is. [7:38] They seem to defy the rule of large numbers and what kind of talk what about Wyatt a minute that you have to be 38 billion and still posting these kinds of growth numbers is is. Pretty impressive. As you peel the onion on the revenue side North America Revenue was the cause of the reacceleration in that grew 27%. [7:59] There were some concerns about the cloud computing which is AWS because Microsoft had reported a strong quarter there a dubious has been lowering their prices as they kind of compete out in the world with with kind of the commodity storage and things, and AWS topped expectations so people are excited about that International had some currency headwinds but when you take those out it also had a nice showing. Things I watch closely are some of the non-gaap measures so third-party seller Services which is its own Revenue line item now. Groove 40%. [8:33] I should say little footnote for those of you that have followed my Amazon analysis for a while that used to break out media egm and other and they stop doing that unfortunately so. I can no longer kind of see how that egm pieces doing that's always going to want things I really enjoyed I do think this third-party seller service metric now is probably a proxy for that because most third-party sellers are in a GM. So that grew 40% so again you know almost three times the pace of e-commerce which is pretty amazing, third-party as a percentage of units hit a new high water mark of 51% that's the highest that's ever been so the third party Marketplace I know we have a lot of listeners that are either brands that do hybrid or are there are third-party sellers, retailers very healthy growth there. [9:22] The another new segment that Amazon introduced this year in the first quarter that we're now starting to see some Trends on is called retail subscription services, and that's essentially revenue from Prime and Dad grew 53% which the Wall Street notes will come out tomorrow I think we're going to see. People against before Prime day which I think had you know they said record signups I think we're going to see people touch up their number of prime subscribers based on this I think I think. [9:49] Egg while she may have underestimated how many prime subscribers kind of added in the quarter so so that'll be interesting to watch and will report on that, another area I look at is paid unit growth so this is just took kind of a, measure of volume that was up 27% year-over-year and that's its highest level since Q3 of 16 so it's really interesting reacceleration at Amazon going on and that's you know I think if you kind of. [10:16] You think about how Wall Street thinks about that was all super positive the one thing that kind of freak Wall Street out a little bit and this happens. Every cycle with Amazon is they start to show some profit and they reinvest and then a certain set of investors freak out about that. So that's on the bottom line on the expense side so while she was looking for just over billion dollar in in gap profit, and it actually came out to be 600 million so kind of half of what folks are looking for earnings per share that translates into earnings per share of $0.40 while she was expecting like a buck 40 so you'll see this headline to know that. Amazon misses bottom line by you know 77% that kind of thing that's certainly true. But you know when you when you beat revenue and Miss on earnings usually kind of implies some level investment inside of their and. [11:10] We'll see that we'll talk about that in a second and then the thing we. You know yo big public is very much of what have you done for me lately kind of thing it's really, maybe 20% about the quarterly reporting 80% about the next quarter what they're talking about so at Amazon updated their guidance for Q3 and the projected revenues between 39 and about 42 billion which implies, a bracket of 20 to 28% year-over-year growth 24% at the midpoint Amazon has a pretty good history at kind of beating that just like they did this quarter or coming in right at the top of that guy that's so that. That was as kind of that exceeded wall Street's kind of previous thinking about Q3 but where they did not exceed are they contact. Missed where while she was thinking is when they projected the bottom line into next quarter Wall Street was thinking about 950 million and Amazon said no it's me arrange of - 400 million - 300. [12:09] So this is going to raise those questions you and I hear a lot about in Amazon's not profitable it's not fair we just have to kind of wait for them to wash it to wake up. [12:19] And you again. Stock after hours was down 30 or $40 which feels like a lot but you have to remember Amazon is an $1,000 stock Club so that's only a couple points. And I think what we'll see tomorrow it'll be interesting you know it's hard to guess how lost react but I think we'll actually see. [12:40] The set of investors that care about growth and market-share what kind of overcome the industrious that are focused on profitability. [12:48] Last point on profitability Amazon really does not optimized for any of those things I just talked about they optimized for Revenue growth in market share and then. Cash flow and what happens is always accounting rules kind of. Bend that as you report this thing's so just kind of give you some numbers for the quarter Amazon had 17.8 billion dollars of operating cash flow and then 8.2 billion of that goes property equipment in R&D, so that's kind of what's Happening Here is the way I think about it is. [13:22] Amazon where to stop investing for the future and so let's just come. Play that off they wouldn't be making these kinds of Investments and you would have seen no a big chunk of the 17 billion flow to the bottom line. What they're doing is they're investing in R&D they're building fulfillment centers in her building data centers does does your kind of the three biggest legs of investment so for example another four billion went to pay for Lisa's so that's fulfillment centers and then invested another four billion in, new releases in equipment so so you know. [13:58] The losses that you see the way I would argue it and I think a retailer should think about this Wall Street it's kind of Ena. Don't think Howard I think these losses actually are not from the current business is kind of his F you know they're they're making. [14:14] Good investment for an Indies levels you think about the levels I just talked about that's the level of their investing in so so pretty crazy levels investment. Jason: [14:23] Yeah absolutely and you know I tend to think of it pretty simply if they if their profits were going down because their cost of goods were going up or some, some operating expense that was directly related to their sales this quarter were dramatically going up like shipping went way up as a percentage of sales or something like that like then. That would be indicative of a problem in their business model but when they're their profit isn't High because they're investing in, things that are likely to have a much higher future value like capacity or subscribers. [14:59] Like that that's that that's a whole different equation in my mind. Scot: [15:04] Yeah absolutely into that point I didn't talk about it but gross margins were real. About that been relatively the same for the last year or so you know the cost of goods are pretty are very stable and then, this is kind of like in the weed so I'll just kind of leave it as something if listeners are interested Amazon does report kind of segments in then that gives you a little bit better view of how profitable is each business unit if you strip some of this investment out they call it, CSI which I think stands for I know it's segment operating income I forget what the C is for, but they kind of report on retail AWS and that customer segment operating income I think it is that's a really interesting metric if you if you're if you want to get super geeky on this stuff and you have to really dig into their SEC documents their q and in her case can I get that, but it is a Consolidated segment operating income at the kiddos said look for CSI and I think. [16:05] I always find that is a really interesting few that strips out a lot of the things like you know RS use and non-cash pieces and a lot of the accounting stuff that kind of gives you a hard makes it hard to see what's going on inside of their. Jason: [16:19] Yeah I'm I still run into it all the time that you know I hear from some particular from retailers but you know others that oh man Amazon has good at growing Revenue but they but they're not profitable and of course. That just factually untrue and. It was even on Truth escort or even though it was a somewhat down quarter versus Wall Street expectations and then the one of here even more commonly is. [16:44] Only AWS is profitable so were you to take out AWS they they wouldn't be a viable business. Scot: [16:50] Yeah and the CSO actually proves that wrong so it does show AWS is profitable but it also talks about, not combines retail and 3p and it I believe it does a, domestic non-domestic in both of those domestics profitable Internationals losing a little bit on but you can see it's on a path to get there and it's kind of been chewing away at it over time so yeah you know that that's those are just kind of factually wrong Sue. Yeah I guess and NF. Amazon secretly loves it when people think that because they did you know that is not true and they they love misinformation kind of things like that that people are not watching the right. Part of them the ball here to to keep up with it when one thing is happened and we called it here on the Jason Scott show, as the stock has kind of held over $1,000 is kind of in the, thousand $10,020 range so things have happened out there and with Berkshire Hathaway and Microsoft stock and whatnot and the end result is by at least I've read into sources now CNBC in Fortune Bezos is the most rich person in the world at 90 billion dollars so so congrats Jeff whenever you're a big listener so, big pat on the back for that and yeah we know congratulations. Jason: [18:10] Pour yourself a drink with that top shelf a beverage of your choice. Scot: [18:14] Boom get a Diet Coke go crazy. Jason: [18:16] Exactly other I do things gotta actually read that that he hit that Peak based on the stock having a nice little uptick before the earnings were now it's because the, that anticipation was that it was going to be a good quarter, and then I think after the announcement that the stock actually corrected a little bit and I think you might have slipped back under Bill Gates for the time being. Scot: [18:38] Yes it gets it like 10:20 to 10:25 somewhere in there so I'm sure he probably doesn't care what's another. Jason: [18:46] I think if you really cared you would have skipped a year of space exploration and you'd be there. Scot: [18:53] Cool so that's our hot take on Amazon's earnings for Q2 and and if the way I would summarize it is. I think it was really strong and they are just pouring more money into Investments and they're very profitable lots of free cash flow that they are just spending as rapidly as they can into. Things that I think are pretty. Conservative that are going to pay off for them another fulfillment center Prime now launching in Australia launching in Singapore all these things are our kind of no-brainers. [19:28] Soup that is Amazon news and now it is time for. [19:43] Question question question. [19:50] Who's the first wanted to thank all our listeners to most of these come from our Facebook page so as reminder if you just go to Facebook and the search for Jason and Scott show you will be taking there, or if you go to Jason and Scott. we have links to Facebook page there and it's Scott with 1T so our first question Jason comes from Curie Masters so it's also say a blanket statement of I apologize if I say Jason right I say your name wrong, security says I'd love to hear Jason Scott talk about their Global e-commerce out, Amazon in particular seems Keen to expand aggressively in international markets does the growth opportunities matched regulatory operational complexity for Brands interested on your take. Jason: [20:34] Yeah so that that's a great question carry like at a high-level like you know I think certainly we're all bullish about. International e-commerce growth so just kind of. The level set this is a milestone year in 2017 globally e-commerce will surpass 10% of all retail sales across the globe so, we can I hit that inflection point worldwide and Global e-commerce growth is about 23% so even Scott mentioned earlier, we're in one of the more developed markets here in North America and its about 15% so so the worldwide growth prospects are certainly higher. [21:12] But your your question sort of implies the real trick to all of this is you know in those markets where there is considerable growth. [21:23] Is it cost-effective to see that growth either because of the. The individual complexities of those markets it because of language and Logistics in in those sorts of things and in particularly is the growth opportunity constrained. [21:37] That because of rigor Tori issues right and so you know that's the. The sort of equation you have to apply but certainly I think the the conventional wisdom is you know that the super exciting market for most. [21:51] Folks at the moment is India and you know to kind of put that in perspective. In North America about 75% of all the consumers that have access to the internet or online Shoppers in fact I think it's like 76% in Asia. [22:09] It's closer to 2:50 or 60% of of all users. That have internet access are shopping online but where it gets interesting is in North America the overwhelming majority of all users have internet access in Asia only about half of all users have internet access so when you look at. [22:31] The percentage of the total population that are shopping online you don't in in North America where about 65% in Asia were at 25%, so India in particular is even a little lower than that and has a huge population so you have a huge population you have an emerging middle class. And you have very low penetration at the moment so those are certainly. You know all the the favorable characteristics that have caused a lot of big International companies to come in and make big bets in it in India which is why it's. Kind of the the global e-commerce Battleground right now and as you've directly pointed out there some, challenging Logistics and Regulatory environment that make it difficult for for businesses Amazon in particular to sort of. Completely replicate their their North American model in India so so that's that's the barrier. Scot: [23:27] Yeah and um. So I'll specifically can't talk to Amazon a little bit I'm not an expert on regulatory issues but you know so Amazon is growth strategy has been, is it interesting so they start in the US and then they did Europe and then they, the only time Amazon has not kind of. [23:50] Really focused and become number one is China and if anything in China I think they're like number four or five which is pretty interesting and I think they've learned a lot from that experience I think they they realize that. [24:05] They have to really adaptive local market and build a team and maybe acquire a company and, just kind of be more Nimble than they had been since the China was a real big learning and and ever since then you know they have when they going on Market they go guns blazing and, to Jason's Point India seems to be that's really interesting Battle Ground right now between all the big. Global e-commerce companies so so Amazon got a bit of a late start because there is some some regulatory things they had to cross over and India and they. They can only open the third party Marketplace are they Amazon still does not retail so there's some kind of protectionist law that you can't afford company can't be a retailer and India so so you had. [24:50] Flipkart and Snapdeal as kind of the incumbents local companies and then Amazon dinner and they started taking sure then what's happened is Alibaba and eBay of each continent. Southside Bank in so he's really big players have kind of bolstered those anti Amazon companies so Amazon is is, pretty publicly said they can spend billions of dollars in India there's something like I tracked us pretty close 15 to 20 fulfillment centers they're building Justin India so there. Derp derp pretty much betting that the Playbook of getting product close to Consumers can be really important India because it is a very large country. No what is a six billion people in the Diaz Harrison. Jason: [25:34] Yeah I think that sounds about right no maybe like 3 billion. Scot: [25:39] Maybe China sex so. So you have a very populous country spread out lots of cities lots of different ways not a really great career system or delivery system, like a FedEx UPS USPS so I think Amazon is really investing in that so it's been interesting to kind of watch in and they know they've been way more aggressive there than they, did when we went to China I think day and when I read the tea leaves I think they kind of regret not being more aggressive in China and Android building that out better and they got kind of beat by JD with a 1p model and Alibaba other 3p model. [26:12] What kind of stick to Asia pack there they that's been where they've been investing for last 3 years they haven't been, expanding much but now we're starting to hear they're definitely opening Singapore and then Australia and so it's interesting to see them kind of pick up those countries, then just a reminder they did a choir a the top Marketplace in the Middle East called souq souq. Jason: [26:42] Yep exactly. Scot: [26:44] And that's a pretty big market place I think it was like 2 to 5 billion and GMP which is pretty sizable and, that's going to pick up you know Saudi Arabia Qatar Kuwait some of the Middle East countries there and it's a lot like mercadolibre we've had on the show or it's kind of a family of little local marketplaces it's not kind of. Homogeneous Marketplace it's kind of every country has its own rules and regulations and language and currency and careers so they kind of like have built that in each country in the Middle East and then they. Did you have some glue that kind of combines it together so some cross-border trade kind of things payment platform that I think is is kind of somewhere across there and that kind of a thing so so for that gives you a flavor for Amazon is and then the last one I'll talk about is, kind of something America so, so Amazon so South America for long time was one of the fastest growing e-commerce markets yes you would have China so Jason was talking about, Jason did you say Global at 23 or 25. Jason: [27:53] 25 Scot: [27:54] Cuz I didn't you used to see Brazil kind of this 35-40 and China kind of like maybe it 2830 Brazil has come down pretty considerably because just politically rest in the country also have right next door is Venezuela is kind of Hit the skids, do the some currency devaluation things going on there so loud political and currency things in the South American countries have caused the Slowdown I believe in we had mercadolibre, on the show they were talking about kind of 25 28% growth that they were seeing so that used to be like the fastest grower and I think China has kind of supplanted that that kind of what your data shows Jason. Jason: [28:36] Yeah and I I would say like so. Latam is kind of right in between Asia and North America in terms of digital Shopper penetration so there is a lot of Headroom there but is you you rightly pointed out it, it's actually a lot more fragmented so while you can kind of you know list ones q and and reach all in India. You know you you are what you really need to do is West as you know a separate skew and in each country in Latin America are the Middle East which make the the logistics a lot more challenging. Scot: [29:08] Yeah and I've never had the pleasure of meeting Carrie but I see from her LinkedIn that she she always Brands sell on Amazon and other places and you know when when I talked to brands in the US about this. [29:22] It's interesting so. [29:24] Two years ago plus they were they were obsessed with China and like what's our China strategy and I've seen the last 18 months that has cooled down and it's very much. What's my direct consumer strategy what's my Amazon us strategy, so I think I think that people have pulled back a lot on this kind of global international thing because they are feeling the heat in their home market and there's this is us Brands I'm talking about, so You know for those brands that aren't concerned about that you know where where we see a typical road map is let's see it to us brand they starting to us the natural place to go is the UK because you don't typically have a language in Madera, it's a very kind of us feeling kind of a country obviously and then you'll see some expansion into Europe usually Germany and France being kind of the next biggest e-commerce markets. [30:15] We have a lot of customers a challenge to do really well in Australia Australia is kind of an easy box to take off its English-speaking and is very friendly to Imports and, there is a lot of infrastructure out there for supporting these countries so there's a lot of lot of the marketplace provider so eBay has a really excellent program around this so does Amazon, around global Shipping say allow you to they'll take care of lot of this operational kind of complexity you talk about where you can have a crawl walk run metaphor so, eBay brand program for example you start out like let's say you're a US company and you want to start selling into eBay Germany, you can just kind of set a flag that says I want my part to show up on eBay Germany they'll actually translate it for you using a Google translate consumers there can see it the order it and then you'll get an order that just shipped to the US and does it reshipping, that's that's nice because you can kind of test the waters without having to make huge Investments Santa Crawl part then is what we say to folks is as you see that volume take up it's not the best customer experience so really kind of go to that next level of customer experience you need to start kind of shipping pallets over to, the destination country and selling in more of a localized way that's the walk and then run is when you, you know you actually kind of maybe create a store footprint or a fulfillment footprint actually put bodies over there answering questions of that kind of thing and that's the run so we sit up that model work really well for both small and medium-sized retailers as well as Brands and. [31:46] I think we'll see more and more of those kind of solutions that come out to really help everyone kind of, peel this cross-border trade peace and understand how you selling these International markets. Jason: [31:57] And I'll just head one one points and Scott and I both won't geography China has about like 1.35 billion people in India has about 1.3 billion so there, they're the two most populous countries in together they're almost three billion which is. Scot: [32:13] Yeah there's like eight billion people on the planet. Jason: [32:15] Exactly. [32:18] But so yes I think that that that's a great answer to carries question the next question came from Josh tarasoff and Josh wanted to know what our take is on Amazon strategy, behind buying products at full retail price for Marketplace Sellers and he gave us a link to CNBC article talking about this this new deal. Scot: [32:43] Yeah and this is kind of a little bit of a head-scratcher and as I've talked to a lot of sellers are concerned about this because, the way it was announced was just kind of like Amazon didn't exactly say why this kind of said hey you know you have some product and FBA and you may see. Amazon.com is the buyer which kind of people like what what's that mean so what I think's Happening Here is. Yo again these global Shipping program let me kind of explain how eBay does this so a seller on eBay. [33:18] If you don't opt out of it they will actually. Up to your default opted into that global Shipping program I was talking about I think that's what Amazon is doing because what they want to do is when they pick a new country but this is true for any country but when they ruined Australia. They want to show as broad assortment as possible and people and I'll show you love Western Goods so this this program will allow Amazon to say to people in Australia. Look we have you know 30 million products that that are available to come into your country, versus if they did do that then maybe it's a million or two million that they would kind of host, so they would still have a million to 2 million local and then like another 28 million that are kind of cross-border trade that could be shipped from the US, that gives that gives them this kind of I would call the backfill strategy so it gives them this perception of lots of selection. Using cross-border trade as a back film then let's do it lead you do is so imagine people start buying from. The cotton country in the outer country product they can very quickly learn from that and say oh. [34:23] These widgets are very popular in Australia let's kind of source them local or let's get pallets instead of each is from the u.s. FBA let's work with Our Brands and sellers to kind of say hey. Hey mister customer your widgets are really popular in Australia that was kind of wrap this up so that's what I believe is going on it's easy to kind of make it seem more nefarious and Jason turn over to you for that Park. Jason: [34:52] Yeah though I have to say I have a slightly dishonor different understanding of what's happening so be interesting maybe there's a little both happening but I've talked to a few 3-piece Sellers and it was less than automatic. To the program that you had to opt out of and more it was an offer to opt into a one-time transaction. [35:14] And so like what these sellers were told as hey you have an inventory that you're selling 3p in North America. We want to buy that inventory from you one time so that those listings will go away in North America cuz you'll no longer have the product to sell and we're going to take ownership of that inventory and sell it in another country and so it was basically an offer. [35:38] From Amazon to the seller to buy their inventory so that Amazon could resell it and they were offering to buy at at at. [35:46] Full ask price from the seller and how I interpreted that is. That they were looking to buy inventory to fill in brands or products that they were missing in some of the new markets that they're entering like Australia for example. [36:04] Interview if you think back to the early days of toys and Amazon you remember they originally had a deal with Toys R Us Toys R Us to the famous we pulled out of the deal. Right before holiday would you have to Amazon in a bad spot and Amazon actually sent a bunch of employees to go in the retail stores. Buy toys at full pop and put them on the market place so that the customers would be able to buy toys from Amazon and that really kicked off Amazon's. [36:32] Foray into the toy space in so I look at this this 3p thing and I said hey Amazons. Doing the same thing in new markets today only they now have a convenience they didn't have back then they don't have to walk in the stores and buy products, have a bunch of sellers in their own Echo systems that are they have products in their warehouses so they just go to those guys and say hey do you want to sell me your inventory if you do great I'll buy it. [36:56] I'll sell them in another Market you know in the long run I'm certainly going to look to get them more efficient supply chain but but as a way to get started I will do that. There's nothing wrong or nefarious about doing that but what what does happen is there a few brands that three-piece Cellars. Are selling on the marketplace the do not want Amazon to be able to sell them in and most famously, these days that would be Birkenstock and so Birkenstock had a number of, of authorized resellers that were selling their products on Amazon is 3p and they got letters from Amazon saying he will buy your inventory and resell it. And the Birkenstock CEO reacted very badly to that he sent out a very dire letter saying you know any retailer that sells even one pair of shoes to Amazon to allow them to resell will never sell Birkenstock again and he, he called it Amazon's attempted modern-day piracy and and you know there's a pretty pretty lengthy article about it in Washington Post, which is I guess somewhat ironic since it's paper owned by Jeff Bezos and will put a link to that in the show notes. Scot: [38:10] So our next question comes from a nuke goes off in a noob says hey guys I love your show so Anup obviously has, impeccable taste and yeah where was he says we would love to see your take on when if Brands will be active on messaging platforms like Facebook messenger Kik Etc is it a better Channel than email is there any kind of signal in the noise where do the opportunities risk thanks. Jason: [38:39] Great question on oops so it it depends a little bit on the parameters of what you're asking so when you know you mentioned, Brands being active which is different than brand selling stuff on these platforms and you predominately named platforms that are. They're pretty prevalent in North America although kick kick has a more Global footprint. [39:06] The answer varies widely depending on your geography so obviously we talk a lot about we chat, in China being you don't Super Active platform for brands, there are millions of sponsored accounts on on WeChat kakow chat and other parts of Asia like Korea is very popular and a ton of brands or have are active on that here in North America although messenger has a billion users you know we only see about 30,000 Brands active on it right now which like compared to Lee isn't a lot, and that's really because the the platforms that are most prevalent in North America like, messenger Snapchat Instagram historically haven't had the best tools for Brands so the advertising tools have been kind of poor and those are rapidly improving which. Makes me think we'll see Brands using those platforms more as an advertising vehicle and then the Commerce tools are still very poor and what we what we just painfully lack in North America is a. Universally adopted digital wallet that enables you no friction full free transaction on all these platforms so when you look at what the big difference between WeChat is and Facebook Messenger, it's really, that we chat has 10 since digital wallet built into it and it makes it really easy to do a transaction right in the platform and we don't we don't have that on Facebook Messenger today. [40:35] And so I do I guess you know roll all that up we are starting to see brands use those platforms more, more degree brands that are very Visual and that are using like Snapchat and Instagram as a discovery platform, all the platforms are rolling out better advertising tools they're rolling up better self-service tools and their ruling out visual search tools like the Pinterest new lands feature for example and those all lend themselves to do. The platform's Becoming better product Discovery platforms so I do think we're going to see progress but I don't think we're going to see anything like, the adoption of WeChat in China unless and until we get a universally-accepted digital wallet. [41:21] So I would just add one more thing, these could all be good tools for your mix but at the moment none of them are going to give you an Roi anything close to email which is you know still a great bang for the buck. Scot: [41:32] Yeah I totally agree and we talked about it a lot and our annual predictions and you know I think. Everyone every us company wants that China mild work here in an in it just hasn't kind of. Taking it I don't know if it's even if we had a lot I'm just not sure consumer behaviour the same so it's going to be really interesting to watch that play out I wouldn't count it out yet because you know you have some really serious multi-billion-dollar companies kind of playing this it is interesting, kind of a dark horse in this is Amazon so they we mentioned this in summer Amazon news last episode so they've got theirs a lot of rumors that they have a messaging platform in the works. I have to believe that would enough. If I think of what would Amazon do to make their messaging platform different I think buying stuff would be the one thing that other thing I would think would be kind of unified Echo, and text chat kind of you know, kind of hook up maybe pretty resting so let's kind of see what they come out with and then also as a reminder they came out with I want to call it. Sprint's but Sparks I guess is there a kind of. Pinterest e instagrami product oriented kind of think so so Amazon is the first e-commerce company to take a shot of this so that could be a different take but I do think there's a lot of headwinds there. Nothing I would draw your attention to that's an interesting case study is, the the retailer everlane came out and they were kind of the poster child for this and they've been lockstep with Facebook the integrated everything they did the transaction notifications they did the wallet they've done all that stuff and then in March of this year they actually announced they were just going to end a life that so I think you know. [43:15] I think that we went to a hype cycle there and we're definitely in the trough of disillusionment kind of phase I don't know if we going to make it out of that truck or not. Jason: [43:24] Yeah it's going to be interesting to watch I tend to be bullish but I think you it could be really risky to overestimate the timing so, you know what remains to be seen like how quickly it's adopted, and I guess I would add just one of the point I have seen some interesting new pilots including one by I think Adidas with a really trying to. [43:48] Use SMS as that that sort of transactional platform, and add the ability to do auto reorders and things like that using SMS witches sort of interesting cuz that can be well or friction than some of these other platforms. [44:05] So let's go to the next question which is from Lauren Tonkin and Lauren right side love your thoughts on auto replenishment, why have other retailers not adopted this tactic probably Beyond Amazon at Target. Do auto replenishment models differ globally what non-intuitive product categories do you think him venefit from the NADA replenishment strategy thank you keep up the great work Jason the sky. Scot: [44:33] Fix another person with a great taste I have to say Jason let me let me kind of. Paying this off of you so we make sure to talk about the same thing so when I think about Auto replenishment it is. There's kind of nuance here so Amazon free sample has subscribe and Save which is a hard I want to subscribe to this Auto replenishment to me means the platform saying to you, hey Jason you ordered toothpaste 30 days ago is this a good time do you want to go ahead and order more is that kind of how you think about it or do you want them all together. Jason: [45:06] No I think about exactly how you do I think there's two tears and implied in Laurens question is when she says Auto replenishment I think she's actually, initially talking about subscriptions because she references Amazon and Target and you know Target does support subscriptions but not through Auto replenishment, and and your point like you know I think the Step Beyond subscriptions is this entirely implicit process where the stuff just shows up. Scot: [45:34] Yeah and it's too kind of background things to answer this question in number 1 full disclosure I'm on the board of a company here in Research Triangle Park called Windows Circle and their whole thing is applying data science machine learning to transactional data retailers to cut a fine replenishable products so it's actually know a fair amount of this and then I would also Point folks to, the excellent Deep dive Jason let us onto machine learning this is a great way the other, to leverage machine learning so this is obvious right so. Dog food any replenishable kind of a consumable product is going to have a certain period of time and it's done. Other ones are harder to tell so it's harder to tell the duration like even dog food you know I you know I may have a dog that only eats one cup versus Jason's dog eats two cups we all know MacGyver loves to stuff it and. And then also another good example is maybe batteries because maybe person a has six kids and they just. Turn two batteries like crazy person be being doesn't burn two batteries that much of This Is War Machine learning is, nursing because it can look at that transactional data at a very personalized level and say you know this. This customer is seems to be replenishing on this product on this level let's automate that for them. Or maybe even surfacing it up to that that top to your of subscribe and save I do think it is very interesting. [47:04] I think Why are retailers not really kind of attacking it I think when retailers list the things they're going to move the needle for them, they are stuck at night number one into which typically and Jason you're more of an expert on this but whenever I talk to retailers they're obsessed with 3 platforming, so they spent a lot of time I just like choosing the platforms Andrey platforming and kind of doing that kind of stuff. And then there are spending a ton of time around omni-channel Integrations and these kinds of things and then you know like. Replenishment subscribe and save is like number four and five personalization maybe this number three so so my view is it just kind of like it's hard for your average top. 200 retailer to get to this to spend time on it so I'm curious to hear your thoughts Jason. Jason: [47:51] Yeah I do think one of the challenges is just the band with challenge that you know and he's big roadmaps if if it doesn't pencil out as that you know. First or second most valuable initiative it just hard to get bandwidth to get to it, but I do think there are some nuances I think the majority of subscription programs at the moment are pretty brain dead and tendon not work very well, so you know you think about a lot of these subscription services. Like a blue apron or Dollar Shave Club and after awhile you get behind you didn't cook all the food the Blue Apron sent you or you have an excess supply of razors and you get subscription fatigue and you turn it off and so we're left in North America with this irony there all these subscription-based businesses, Stitch fix Trunk Club. It started out as a recurring subscription in and they all have had to shift their model to not be automatic subscription because customers. In general just don't like receiving the product when they don't need them and so just sending stuff on a fixed schedule hasn't worked very well you know I do think. [49:00] An exception to that rule is the Prime Pantry and I think boxed is probably an exception to that rule in that regard but what we really. Like close to and just haven't seen enough good examples yet is the artificial intelligence based, replenishment witches I think more what's Scott's talking about an interested in and you know they're there certainly are some good examples of that we're doing a lot of work with Sephora which has a huge data set and, you can imagine you know everyone's use case for a Cosmetics as wildly different, and so it's not a matter of just figuring out that people need mascara on a monthly basis it's a matter of figuring out you know the individual usage patterns for for a particular consumer. And and predictively shipping for that consumers use case and so I do think that's going to be successful we're going to see more of that and then I would also say. Did to me the big the big picture here is instrumented Auto replenishment in you know and said this. Amazon has a little bit of this and what they called their Dash replenishment program but your you know your Canon. Inkjet printer that automatically orders ink when it knows it's running low or The Brita water filter that orders a new filter cartridge when it knows you should change the cartridge. Those are the today examples but you don't have to go too far in the future before I can virtually assure you that the, your toilet paper holder is going to count how many squares of toilet paper to use and know when you need more toilet paper in your house and you know you can imagine that Amazon Go technology that they're using in the store to see what products you put in the cart you can imagine that same technology being in your kitchen to know when you're running low on milk and you know so I think. [50:39] In the not-too-distant future the internet of things will be the trigger for a lot of these Auto replenishment orders in and when that happens we're projecting that about 40% of the skew used in the center of a grocery store, you know the people go shopping for the day and drive trips and causes serendipitous Discovery and all these other things are going to go away because about 40% of those goods you're just going to have magically show up at your house when you need them. Scot: [51:06] Yeah and there's kind of a news item here just recently Walmart filed a patent that would it was kind of like dash button but the products would order things themselves so there's there's a lot Innovation going around that area to be interesting to see that. Play out and see you know. Is consumers adopt that or not it's kind of like creepy when the milk kind of self their nose is empty and orders it for you I'm not really sure if if how folks are reactive. Next question is from Ben Cates and been really wanted to just kind of talk about our point of view of off-price retail both online and offline. Jason: [51:45] Yeah and that it's a tricky topic right now cuz it's, in North America off-price retailers in one of the few bright spots in brick-and-mortar retail so you look at the dollar stores you look at TJ Maxx and and there you know really one of the. The few growth areas in brick-and-mortar retail. You know obviously consumers are getting more price-sensitive and and that's become a super popular format in the challenge has been how to manifest that off price format, online Frank and you have sort of two problems when you get to these really you know inexpensive low-cost items like the things in a dollar store. The shipping becomes really challenging for e-commerce so that that's a you know the Majestics cost become a big impediment in Amazon parlance you know most of those items are crap items items you can't realize a profit and e-commerce on in the even bigger problem is, a big part of the shopping experience in these off-price stores is the treasure hunt it's that you don't know what you're going to find when you walk into the TJ Maxx and your you know hopefully going to find something that there's only one that's a great deal and it's really. Cost inefficient to, create a product detail page for that SKU you only have one of them and it sells super quickly and in many cases it just makes more sense to put that coat in a store then it does to. Put it online and so I would say the moment that the best off-price retailers are really struggling to figure out what the Digital model is I mean you know that. [53:17] TJ Max is in the Nordstrom Rack I'll have e-commerce sites but the. Assortment of product they sell in their e-commerce site is very different than the assortment they sell in the stores and the percentage of their sales that are online are much lower than a traditional apparel retailer for example. Scot: [53:36] Yeah I think I don't have a ton dad there there's a there's a chart maybe we can put it in the show notes that this kind of shows this disparity that that you have been kind of talks about here where, if you look at it just kind of physical retail the only things that are growing from a same-store sales are the dollar stores and the the warehouse clubs and, it's ironic because those actually don't translate to unlined very well no one is figure it out we've had boxed on the show I kind of put brandless in this bucket. Amazon Pantry figured out how do you bring that that Wholesale Club kind of an experience, bolt products and end up getting the unit volume unit cost down and butt by having you buy, large assortment some things no one's figured out how to bring that online and at the same time the guys that are really struggling offline are the the non off-price retail so if you're not a value-oriented or kind of a convenience oriented play right now that seems to be there studies that show this will have time to go into it but there's this kind of, bifurcation in the US by our Market where a pretty big segment loves value and they'll go to the TJ Maxx and they'll sort through every. Apparel item in there looking for a great deal so they have at Skyway I think about it as they're willing to spend a fair amount of time to save save money and they like that hunt and other side is convenience wanted so so I think's happening is the guys that are really struggling offline you know the ones we've reported on the Sports Authorities to Macy's the Sears guys closing stores. [55:06] Then really have value and they also don't have convenience so they kind of in this no man land where consumer behaviour changed and and I think the off-price guys have been very fortunate that they they are squarely in that value bucket. Jason: [55:21] Yeah I think that's absolutely right and I think there's there's one outlier there which we won't get into on the show but the affordable luxury is is one other bright spot and that's, mostly cosmetics in the form of Sephora and Ulta in North America but those guys are killing it, so if you need to make an investment right now that might be a place to walk. The moving on Gareth Haynes from the UK from across the pond sent us a great question enjoying your podcast from the other side of the pond I would be interested in your take on the recent in the UK anyway growth the product sold on Amazon, buy Chinese 3p Merchants which are presumably the manufacturers, using FBA and Garrett says I've noticed transformational changes and some product groups where new skus and brands of being strong traction very quickly, is propelled forward by a combination of aggressive pricing and supported by AMS NFPA. Scot: [56:19] Yeah this is this is very much in my wheelhouse and, this is huge said this is a massive Trend Amazon it's in Orson cuz you think Alibaba would solve this cuz all these guys are all about as customers but all he bothers so focused on, new Chinese manufacturer selling to Chinese consumer they've kind of dropped the ball on this they do have a platform caught AliExpress but it really hasn't gotten Traction in our Market or Europe it's very popular in in a couple other areas where e-commerce is underrepresented like Russia and what not, so when Amazon is done is. Yeah I would say two to three years ago they realize there's demand people like this product direct from China manufacturers what they don't like is the stuff takes you know when it gets shipped from the Chinese manufacturer. Honeycomb Core slow boat from China it literally is a slow boat from China it takes kind of four weeks to get here if you've ever bought anything from the marketplace wish you've experienced this. That's a fun Marketplace and have been all kinds it's the closest thing to a dollar store if you will kind of that his kind of nail dad and you know it's a great company they're growing but the. The downside is you order these things for three to five six bucks and they take 6 weeks to get here cuz they're coming from mainland China so so. In a world war addicted to Prime that feels like it takes a thousand years so it would Amazon cleverly did as they saw demand for the stuff on the platform. But it was being shipped directly so they have built a whole entire infrastructure call Dragon Boat that essentially uses Predictive Analytics and looks at these folk song on the platform that are shipping Direct. [57:53] And says to them look at instead of doing this direct we think your volume would increase this much if you did pallets and they'll actually then work with them too. Pallets on containers onto an Amazon boat they're cut off all the middle men they see six of middlemen in this exchange so all draft right from Amazon Amazon has part of Amazon China is all. Set up for this to get them into the u.s. in FBI and then now they're Prime eligible. [58:18] And the same is true for the UK this is been extremely disruptive especially for non-branded kind of things so. Yo electronic accessories was the first category now we're seeing it in apparel so you're the same Factory that's making the Vera Wang. Wedding dress is now selling a wedding dress for $200 versus the. The 20K kind of thing so yeah it's been hugely disruptive and what's interesting is you start to see this trend now where. Let's see what can I pick on I was buying some shorts other day and I bought a Columbia pair of shorts for like $80 so that was the name brand, and then amazonbasics had a pair of shorts so then Amazon has worked probably with a China Factory too kind of say here's what we want it to look like in the quality and is not half price so is $40 and then I could actually buy a comprable products direct from a, and you find these guys using AMS to your point using a Chinese manufacturing never heard of and, yeah that one was $20 so what you start to see is this differentiated price we're branded is attacks Amazon Prime as half of X and, Chinese seller is 80 to 90% of X and I think what Amazon is saying is let's give consumers the trade-off and if they whatever they choose they choose and they they understand the trade-offs there and we'll make it very transparent. And so is very interesting and it's extremely disruptive. Jason: [59:49] And I would totally agree and I do think that three-tier, model is going to become more common I mean you even think about like you know Gillette razor blades cost $7 each Dollar Shave gun, Club disrupted the market by you know selling blades at a dollar each and now the Chinese manufacturer the dollar was using as is selling directed $0.20 each and disrupting Dollar Shave Club. And I think that is common. I will give Scott Galloway credit which I hate doing that he has a funny quote about how you know people that have way over estimated 3D printers we already have the world's greatest 3D printer it's called China Anne and I think these marketplaces are really just a sort of facilitating, us using China as sort of a 3D printer that can you know really quickly manufacture these products and get them in the market. Can I guess I would say the one cautionary tale is there have been two huge hits, in in North America that were direct from Chinese Factory products with no brains right and said I was to holidays ago we had all the hoverboards the the stabilized skateboard stuff and you know those were all like designed by Chinese factories and sent over here and they were you know, all also direct from Factory and right now we're in the middle of this silly affair with all the fidget Spinners and most of those are our direct from Chinese factories and in both cases their electronic products were the battery and we're having some scary. [1:01:20] Consumer malfunctions and so I do think there is there's a potential risk, that that these these products are going to get a bad rap for safety concerns and therefore it's going to scare consumers away and so you know, I think we have to make sure we steer clear of that you know for this trend to continue. Scot: [1:01:42] Yeah and the time and puts it in Gareth question. quickly is what's a brand to do so so you're a brand or a retailer you're in category X and suddenly there's a Chinese seller and I think this is really this is the world going forward and to your at the top of the show you talked about how are you more agile I think the answer is. Brands and retailers have to partner to be much more agile there's some things you can do around you know what's interesting is a lot of these things are coming out of the same Factory so they'll do a run for the brand and then we'll do it run stuff, and so if I'm a brand I think I would go back to my Factory in negotiate that they're not allowed to do that in some way you know there's certain constraints that that you can put on there especially with your Electro property, there's some stuff you can do there but it is a day there's so many use factories that you know just shutting down the one there's one next door, so I think its Innovation so you know. And if that's what your brand has to kind of stand for just just kind of these lifestyle Brands and things, those days are are are going to be hard to stay on top of if you're not doing something Innovative around the fabric the technology, all these kinds of things to differentiate your product as a brand and that that treadmill a lot of Brands I talk to you kind of say we've had private label in grocery whatever for years and it doesn't matter I think this is way different than Ethan they face before and it's a new world and. The only solution is in a bit. Jason: [1:03:10] That absolutely and I think it comes down to being close to your consumer if your brand that they can really stay close to your consumer know them you can innovate products that. Particular meet their needs or fit their life and it best that the Chinese factories are going to be fast followers and so I think in the New World, those. Does he know great Innovations you come up with their going to have a shorter lifespan because you know you are you are going to have the Chinese competitors coming in and and challenging your price point so you need to be ready to move on to the next product little faster than we used to do. [1:03:46] And with that I'm sorry to report that it is happen again we've wasted a perfectly good hour of our listeners time, and I'm even sad and report we didn't get to all the listener questions so we're definitely going to have to do another one, so if you have any thoughts about the questions we covered on this show we'd certainly encourage you to hop on Facebook, let your thoughts be known and if you have some other questions we'd love you to leave those on Facebook as well and will get them in the next episode and they've you did enjoy the day show we would certainly appreciate a 5-star review on iTunes. Scot: [1:04:20] Yeah thanks for when we really appreciate the questions and hopefully even enjoyed the hot take on Amazon's quarterly earnings and listener questions. Jason: [1:04:31] Until next time happy commercing.

Why “Tell More – Sell More” no longer works. Pre-Internet, a case could be made that if a given sales rep simply made the most calls in the office, chances were that they would end the month on top. There’s many reasons for this, such as, * The “deserve factor” leading to transference of feelings… * Law of #’s * Experience… whoever makes the most calls fields the most questions, thus, builds up a war chest of perfect responses to questions from the absurd to obvious. * “Making the most calls” is such an important aspect for many of the largest companies in the world that many of the great sales trainers such as Zig Zigler, Brian Tracy and Tom Hopkins have book chapters and seminar sessions centered around the concept that often the best performing sales reps are those that get in early, stay late, and “make one more call.” Today, In our digital age, with decision maker’s distracted with Skype, Text, Voice-Mail, Email, GoToMeeting, and traditional Phone Calls, more calls often lead to nothing but more frustration. Worse yet, depending on the voicemail you leave, many sales people lose the deal immediately when the decision maker “Google’s” them right before they call back the sales rep. In short, they get beaten by their “Present Competition” meaning, (refer to podcast 22 for a detailed explanation) when their name or company is Google’d, the deal is lost due to what does or doesn’t show up. That said, some of today’s best sales reps, some making hundreds of thousands, even millions, each year in commission, are using appointment setting techniques that cut through the clutter and hit their targets with laser precision. How great would it be if with nothing more than a little preparation and a small marketing budget a sales rep could make one phone call and find the gatekeeper enthused to pass them on to the decision maker nearly 100% of the time. Sound too good to be true? Sales reps using “Shock & Awe” boxes don’t think so. As a matter of fact, I don’t know one entrepreneur or sales pro that has tried Shock & Awe boxes that ever went back to cold calling without them… Here’s the key. No matter how skilled a sales person is on the phone it will always be a numbers game. There is no avoiding the fact that the majority of dials have no chance of reaching a live person, let alone a decision maker. With that as the foundation…Let’s consider direct mail for a minute. Regular direct mail falls into a similar fate as cold calling. Most unsolicited mail goes right into the trash. As of Feb. 2015, The CMO Council, a marketing research firm, reports that 44% of direct mail is never opened at all. On the flipside, varying reports show that boxes, or packages, mailed to anyone, including decision makers, are opened almost every time. Let me repeat this…reports show that boxes, or packages, mailed to anyone, including decision makers, are opened almost every time. When it comes to setting appointments this is a game changer. Picture the following scenario: A shoebox sized package arrives at an office labeled with a decision maker’s name on it. We’ll call the decision maker, Bob. The gatekeeper has a choice. They can open it knowing full well it could have personal information inside or they can take the safe route and put it on Bob’s desk. Most of the time it gets placed on the desk. Later that day Bob sits down and says to himself, hmm, what do we have here. With a quick scan at the “From” label, Bob begins to open the box. What’s inside surprises him. When he lifts the lid he finds himself staring at a small tablet or mini iPad. When he looks closer he notices there is only one app on the screen w… Love the show? Subscribe, rate, review, and share! Here’s How » Join Today’s Growth community today: kencourtright.com Today’s Growth Twitter Ken Courtright LinkedIn

Why “Tell More – Sell More” no longer works. Pre-Internet, a case could be made that if a given sales rep simply made the most calls in the office, chances were that they would end the month on top. There’s many reasons for this, such as, * The “deserve factor” leading to transference of feelings… * Law of #’s * Experience… whoever makes the most calls fields the most questions, thus, builds up a war chest of perfect responses to questions from the absurd to obvious. * “Making the most calls” is such an important aspect for many of the largest companies in the world that many of the great sales trainers such as Zig Zigler, Brian Tracy and Tom Hopkins have book chapters and seminar sessions centered around the concept that often the best performing sales reps are those that get in early, stay late, and “make one more call.” Today, In our digital age, with decision maker’s distracted with Skype, Text, Voice-Mail, Email, GoToMeeting, and traditional Phone Calls, more calls often lead to nothing but more frustration. Worse yet, depending on the voicemail you leave, many sales people lose the deal immediately when the decision maker “Google’s” them right before they call back the sales rep. In short, they get beaten by their “Present Competition” meaning, (refer to podcast 22 for a detailed explanation) when their name or company is Google’d, the deal is lost due to what does or doesn’t show up. That said, some of today’s best sales reps, some making hundreds of thousands, even millions, each year in commission, are using appointment setting techniques that cut through the clutter and hit their targets with laser precision. How great would it be if with nothing more than a little preparation and a small marketing budget a sales rep could make one phone call and find the gatekeeper enthused to pass them on to the decision maker nearly 100% of the time. Sound too good to be true? Sales reps using “Shock & Awe” boxes don’t think so. As a matter of fact, I don’t know one entrepreneur or sales pro that has tried Shock & Awe boxes that ever went back to cold calling without them… Here’s the key. No matter how skilled a sales person is on the phone it will always be a numbers game. There is no avoiding the fact that the majority of dials have no chance of reaching a live person, let alone a decision maker. With that as the foundation…Let’s consider direct mail for a minute. Regular direct mail falls into a similar fate as cold calling. Most unsolicited mail goes right into the trash. As of Feb. 2015, The CMO Council, a marketing research firm, reports that 44% of direct mail is never opened at all. On the flipside, varying reports show that boxes, or packages, mailed to anyone, including decision makers, are opened almost every time. Let me repeat this…reports show that boxes, or packages, mailed to anyone, including decision makers, are opened almost every time. When it comes to setting appointments this is a game changer. Picture the following scenario: A shoebox sized package arrives at an office labeled with a decision maker’s name on it. We’ll call the decision maker, Bob. The gatekeeper has a choice. They can open it knowing full well it could have personal information inside or they can take the safe route and put it on Bob’s desk. Most of the time it gets placed on the desk. Later that day Bob sits down and says to himself, hmm, what do we have here. With a quick scan at the “From” label, Bob begins to open the box. What’s inside surprises him. When he lifts the lid he Love the show? Subscribe, rate, review, and share! Here’s How » Join Today’s Growth community today: kencourtright.com Today’s Growth Twitter Ken Courtright LinkedIn

Liz Miller discusses mindblowing mutlicultural research published by the CMO Council and Geoscape, Activating the New American Mainstream. Liz Miller brings a varied career that spans over 22 years in the Marketing, Sports Entertainment, Retail, Health, Beauty and Personal Care spaces. With the CMO Council, Miller oversees all marketing, research and program operations, serving as the lead analyst for all research initiatives and reports. Along with oversight of event, content and digital teams, Miller can most often be found hosting one of the CMO Council’s many executive Dinner Dialogs or presenting CMO Council research findings at global conferences and thought leadership events.