“Brittney was a pleasure to work with during our time together at AOL. We collaborated on a number of projects, and I was always struck by Brittney's professionalism and creative thinking. These are just two of the many traits that made Brittney such a valuable member of AOL's consumer marketing group.”
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New York, New York, United States
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Cerebral
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Andrew Giusto
Is this it? The company I work for (Peloton Interactive) had another round of layoffs yesterday. I was personally spared, however many members of my team were let go. And many good people I know were impacted as well. We join the ranks of many companies reducing their workforces. In this challenging time I was reflecting on the past two years in the employment marketplace and how this trend has continued, typically followed by stock price bounce backs. It's a tough time for companies all around. It's an even tougher time for the work forces who keep these companies running. Yesterday I sat in a meeting, with a leader I truly respect, who was crushed by the amount of tough conversations she was tasked with having with people being let go. And I couldn't help but ask myself - "Is this it?" Is this the best way? Am I expected to deal with situations like this for the next 30 years of my career until I retire? Are my peers? Are we all expected to continue to prioritize the profitability of companies/shareholders over the individuals who keep those companies running? It just seems odd to me that this is where we've landed as a society. It's totally rational that this is happening because this is the way we've all decided for profit companies should run. But should they? I'm not going to sit here and pretend I have an idea for a better system. I'm not an economist. I'm not going to talk through the financial implications of not doing these layoffs. I understand they're necessary to keep companies running. All I'm saying is, I wish there was a better way. #layoff #mentalhealth
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30 Comments -
Khalid El Khatib
Today marks 30 days at Consumer Reports Here are a few takeaways for anyone (especially marketers) about to start a new gig: 1. Balance education with action. Every biz book says to spend your first 30-90 days on a listening tour. While I agree that listening and learning is critical, you need to show that you can get stuff done. Follow your gut to jumpstart small projects and make incremental changes, all in pursuit of getting more data and insight into what might work when you’re more fully onboarded. 2. Immerse yourself in the product. It shocks me how many marketers I speak with don’t know their product inside and out. I’m very fortunate that CR’s products are useful and fun! I’ve spent recent evenings looking up the ratings and reviews for every appliance in my home, diving into our socials, scrubbing my PII from the web via our Permission Slip app, and even leafing through our iconic magazine. 3. Resist the familiar. So many CMOs I know bring their agencies with them wherever they go. Sometimes that makes sense, sometimes it doesn’t, but it’s often difficult to know until you’ve given existing partners a chance and really know the business. No matter how agile your team and org is, changing agencies or vendors is disruptive, and the benefits of the change must outweigh the cost of disruption. Don’t do something just because it’s comfortable or part of your “playbook”! And a note to new agencies and vendors reaching out to me constantly: I’m not there yet!! 4. Invest in cross-functional relationships from day one. When I was exploring new opportunities I can’t tell you how many times a recruiter said, “The CEO is looking for someone highly collaborative, especially given that the previous CMO didn’t get along with so and so.” Marketers can’t do anything without strong partnership across Product, Sales, HR, Finance, etc. The early focus you have on building trust and confidence throughout your team needs to permeate throughout the organization, and every new initiative you soon take on will happen much more quickly. Hope this helps! 🫡
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Mike Fillmore
It's been pretty cool to build a framework for PMM over the last couple months. I wanted to share 4 steps and 3 key questions I use as a north star to make sure what I'm researching and what I'm writing are going to make a difference. 1) Don't assume you know. Real data (even incomplete data) can verify what you thought or totally surprise you. 2) First question - Are you solving real problems for your customers? You'll find out quickly if they don't care enough. 3) Second question - Are you really better than the competition? Be specific. 4) Third question - Can you prove it? Outcomes matter.
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Paula Ximena Mejia
Right now the lead form my team is using to capture leads has an 80% drop off rate - and I couldn't be more thrilled. 😊 Drop offs are usually considered bad. So why does this big number spark Marie Kondo levels of joy for me? Much like for Marie, in the world of B2B leads, less is often more. A few months ago our marketing and sales team were swimming in a sea of thousands of leads a week, but we had so little information about them that it was impossible to prioritize them accurately and handle them with the speed and attention they required. It was only after we had calls with our leads that we would find out many were completely irrelevant. So we launched a new form and we did a couple of things that to some may have been controversial but that have had astounding results. 1. We made the form longer - we went from a single step form to a multistep form that asked twice the number of questions as the original. This gave us way more insight on the intent and product fit of the leads for our Enterprise solution. 2. We added very specific answer choices to our questions - we did that to show our leads through that specificity that they are in the right place. We will continue to iterate on this experiment, and I can't wait to see what else we can do to optimize this funnel and experience the life changing magic 🧝♀️ of tidying it up.
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Sam Melnick
Every Product Marketing team wants a feature that is fully differentiated and brings such obvious value to customers that it sells itself. But guess what, those features are rare and if they weren't...you probably wouldn't have a job because well, the product would sell itself. So what that means is positioning your releases, tying together features with other benefits like services, integrations, and partnerships, and differentiating nuances vs competitors is core. Then how do you tell a consistent story, how do you enable, and make sure that the customer experience you promise is delivered. So while we all dream of that unicorn product release (and they do happen from time to time), the top product marketing teams do their best work on those other releases.
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Daniel Shepherd
When is the last time you considered (and took action on) how to positively impact your Average Order Value (AOV)? If you need some inspiration, check out my article 👇 Delve into the art of AOV with Triple Whale's robust analytics tools and discover practical strategies that propel e-commerce success. #ecommerce #attribution https://lnkd.in/gkV68AFV
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Steven Javor
Google's recent announcement on their new "search generated experience" is starting to raise a few eyebrows on how drastically the search experience for everyone will change. Great question asked in the following article by Slate's Nitish Pahwa; "It’s worth asking: When the world’s foremost internet user engine makes such a drastic, zeitgeist-shifting update, then where do its users go to find the right information on what happened?" #ecommerce #search #b2becommerce https://lnkd.in/ghEKM9DH
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Sam Melnick
"Why won't the board just replace <Insert Founder Name>" I've heard this phrases muttered more than once in my 10+ years at startups and the reality is if you're saying this you should probably be looking for a new job. That's for a few reasons. First, VCs do not like removing or replacing a founder. They have to make future investments and to do so they need to sell themselves to other founders. If they get a reputation for removing founders that makes future investments more difficult. Next VCs invest as much in the business as they do the founders. So again, it takes something significant for them to remove a founder/CEO. Lastly, if a founder is removed/replaced/etc that's usually not a good sign for the business as a whole. Either the business is struggling or there are major disagreements at the board level (of course this isn't always the case, maybe its time to pass the baton, maybe the business is hitting a new growth phase, there are always exceptions). So, if you find yourself asking why a founder hasn't been removed/replaced by the board it might be time to check whether you're still a believer in the business and consider investing your time in a different business and founding team.
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Carlton Bonilla
As Timothy Zercher mentioned, each day we're asked by prospects how exactly do you build campaigns...that work. The next question is of course, what are the results. We have those in spades. We'd love to share more with you if you're looking to grow your behavioral or comprehensive health organization. #behavioralhealthmarketing #successfulgrowth
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Nicole Warshauer
"React slower." 👆 on its face, this phrase goes against every fiber of my being. "React slower" is counterintuitive to so many things that helped shape who I am today like team sports, having children, and even avoiding danger. Quick reactions can be incredibly advantageous, including situations at work. But I recently saw a short video from a new-to-me content creator, Mike Peditto, that focused on reacting slower...and I stopped my scroll. To be clear, slower, more thoughtful reactions are not new to me. I know the value of taking time to think through complex situations and taking a beat before I react. Anyone who's ever worked with me has probably heard me say something like, "We're not in surgery. This is not an emergency." But I should react slower, more often. Slower reactions will give me more time to... 🤔 Check my biases 👀 Confirm circumstances ⚖ Evaluate risks and rewards 👥 Discuss solutions with trusted friends or colleagues So, as a reminder to you and to me, if you can, react slower. ⏳ #reactslow #thinkslow #leadership #communicationtips #reactslower
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Yoni Tamler
I recently posted tips for managers on approaching promo conversations with their directs. Today I'm sharing a novel format for performance reviews, which I devised a few years ago. Our company's standard review format goes like this: 1. Employee solicits feedback and writes self-assessment. 2. Manager calibrates performance and writes review. 3. Manager delivers review to employee, including promo or comp changes if relevant. What occurred to me about this process is: * Many employees regard writing their self-assessment as a burden and approach the review with anxiety, both of which the manager has the power to relieve. * Employees in good standing have the most accurate view of their performance, so it makes sense to prioritize their perspective on it. * It's often easier to reflect in speech than in writing, so it makes sense to have employees talk through their performance. So, in alignment with my managerial chain and HR team, I changed the process: * Writing a self-assessment is optional for the employee. * In the review meeting, the employee reflects on their performance. The manager listens, takes notes, and asks questions to clarify understanding or offer points of consideration. * The manager writes a summary of the conversation and shares it with the employee for revision. The employee approves the draft before it's submitted to the system of record. While I've been blessed by the people I've managed over the past six or so years since changing my process, it's been successful for both them and me. My reports and my manager have also adopted their own versions of it. Again, this format doesn't work for all performance situations -- and certainly not all organizations -- but if you have the right conditions, it may be worth trying. I'm curious to hear reactions and questions from individual contributors and managers alike.
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Luis Diaz Sananes
This post by Taylor Malmsheimer sparked a thought-provoking reflection. Throughout my professional journey, I've had the privilege of occupying both 'vitamin' and 'aspirin' roles - at times by choice, at times by chance. It's important to recognize that only some can always be in an 'aspirin' role, as organizations and life's opportunities are like a box of chocolates - control is only sometimes possible. However, Taylor's point about 'being closer to revenue' is a poignant reminder of the value we all bring to our roles and career focus. Instead of being an 'aspirin," strive to be a 'vitamin-infused energy drink.' In my current email marketing and audience development work, I strive to link every campaign directly to revenue generation (generating sales or increasing customer experience and loyalty) or achieving cost reduction and risk avoidance. This approach demonstrates the tangible value of my efforts and aligns closely with my clients' strategic goals. For those of us in roles that might sometimes be viewed as 'vitamins,' the challenge is continuously demonstrating how our efforts contribute to the company's bottom line. Whether optimizing lead conversions, generating strategy-driven insights, or improving customer retention, our activities must support the company's financial goals. This reassurance is vital in maintaining our confidence and commitment to our roles. Ultimately, every role has its value, and by focusing on how to be a 'vitamin-infused energy drink' on concrete and impactful outcomes and working closely with our clients and management on value-creation projects, we can ensure our work remains indispensable no matter how the business landscape shifts. #CareerDevelopment #EmailMarketing #AudienceDevelopment #BusinessStrategy #Leadership #ValueCreation #DigitalMarketing #RevenueGrowth #CustomerExperience #InnovationInMarketing
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Ryan Jones
Unpopular thoughts on site reputation abuse: If somebody is paying you to host it on your website, it's not content - it's an ad. If it's just a feed of somebody else's stuff, what value does having it on your site add to the user over the site where it came from? That site should rank, not yours. If you're leasing/renting the directory/subdirectory to somebody else, then why shouldn't it be treated like a different site, separate from the rest of yours?
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George Dilthey
If you think Clay is only about helping you outbound better, you’re not thinking big enough. We've grown our Slack community to over 10k users, and with that has come some bad actors too. We've been looking for ways to tamp down on spam in our community and we were able to take the first step towards that with Clay. When users fill out the form to join our Slack community now, we do a quick LinkedIn verification before letting them in. Its not perfect, but its simple and completely automated. The future of GTM is creative. How are you using Clay in "non-traditional" ways? https://lnkd.in/e2sRvCGb P.S. Peep the comments for another fun example from Matthew Quan.
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5 Comments -
Josiah Atkins
Google Ratings Matter More Than You Think One big thing that we have been pushing this year is just to simply get the dang Google reviews. Too often we encounter incredible businesses who are honest, transparent, and do great work across the board. BUT they have a 5 reviews and a 3.5 star rating because of one bad experience with a crappy customer. Don't let your competitors steal your clients just because they have more reviews than you and a higher rating! Google reviews impact you because... ✅ They establish trust and credibility in your market 📝 Gives credit to the hard work that you put in 🤝 AND helps you close more deals It's that simple... just get the reviews! I'd recommend reaching out to past clients, leads that had a good experience with you, and current customers. If you're a solar company you NEED to ask for your customer to leave a google review at site survey, installation, or PTO when the client is most excited about going solar. But please, for the love of bacon... get the Google reviews.
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Stephania A.
In today's market, your product isn't just a product—it's a participant in a story where your customers are the heroes. As a fractional CMO, my mission is to weave your brand's narrative into the fabric of your audience's daily lives. It's about creating a story so compelling that it doesn't just sell; it resonates and transforms. Why does this matter? Because in a world where everyone is bombarded by countless ads every day, the brands that tell the most engaging stories are the ones that stand out and stick with us. So, let's chat about how I can help turn your brand into a bestselling story. Are you ready to be unforgettable?
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Jonathan Snow, DMD
The DoubleVerify news is insane to me. DoubleVerify, a publicly traded “brand safety” measurement company just so happened to “mistakenly” report 𝕏’s brand safety ratings by UP TO 30% LOWER for 5 months! 🤯 ONLY 𝕏 was impacted by this “bug.” 𝕏 lauds itself as a platform that welcomes free speech (hate-free). Perhaps some people at DV didn’t agree with some {hate-free} opinions or stances of those on X and decided to label it as “unsafe” content - content that brands wouldn’t approve 🤔 or perhaps they labeled it as safe but made a “careless” mistake in their graphical representation of the real numbers, to cover up their gross unethical manipulation of the facts. “In some cases, the measurement firm showed scores as low as 70%, whereas X’s Brand Safety Rates were in fact 99.99%” Low brand safety ratings = large brands pull back advertising spend or even stop campaigns on 𝕏 altogether. Brand Safety Rating is a measure of how frequently ads appeared adjacent to content that met “advertiser-approved” criteria. Sounds a bit subjective to me. DoubleVerify has “NO IDEA” how this happened. I don’t think it takes rocket science to uncover what happened here. It’s sounds eerily similar to what happened with Gemini’s absolute failure of a launch a couple months back. DV now has egg on its face. How do you retain any semblance of credibility after something like this happens? DV just came out and admitted “Based on DoubleVerify’s metrics, X’s Brand Safety Rate across all campaigns we measured exceeded 99.99% from October 2023 to the present. This means that X’s Brand Safety Rate exceeds global benchmarks for brand safety, based on DV’s global industry data.” 𝕏 now has MAJOR financial damages. It’s being investigated. This is unacceptable in a world where measurement should be objective. Injecting subjective bias into measurement or technology is dangerous and can cost entities endless damages. Damages that they should heavily pursue. Honesty and objectivity is something that must exist in an ethical, fair world. DO BETTER!
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Yaoxin (Jeremy) Ding
Brands need to think deeply about the impact of social commerce and craft a strategy around 1/ CPA-based influencer marketing 2/turn your customers into advocates 3/ building long-term relationships with influencer affiliates in-house. No more one-off campaigns that takes months to launch without predictable returns.
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Karl Stark
Health privacy is breached every day online. Most Americans don’t realize their Amazon info is being aggregated with Google searches, news browsing, FB/Instagram/TikTok posts & more. So our entire online experience, including health, is being sifted for marketing. Two LDI fellows, Ari Friedman and Matt McCoy, showed how hospitals and abortion clinics are just as likely as others to track users and pass on the info to aggregators. Check out this LDI piece that lays it out. #https://lnkd.in/eetqaPi3
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