I’m deep in the world of optimizing ecomm businesses for companies with an emotional, aesthetic focus. Their success is connected to both visual appeal and real-time experience, but fulfilled digitally.
Think about that: a customer connection driven by beauty, fulfilled digitally. Whoosh! What was once imagination, is now oh, so real.
Even with the understanding that this pandemic crisis is temporary, and that we will get through this, uncertainty looms. There’s so much unknown, it’s dizzying.
And yet, while some of the world seemed to be unraveling in the recent weeks, other plates shifted under our feet.
Suddenly, risk serves as a catalyst.
This phrase was made popular by Marie Kondo and her book series, The Life-Changing Magic of Tidying Up. Many of you may have gone through your closets and drawers, identifying the items that do, in fact, bring you joy—and decluttering those spaces in the process. It’s so widespread, it’s even been coined, “The Marie Kondo Method.”
Another approach is similar, yet different.
If you happen to be married to a financial risk analyst, who moonlights as a historian, you have to turn an eye toward history in order to gain any perspective on what’s happening today.
Here are a few of those tidbits, culled from a Forbes article from last year.
Yes, last year.
Over our eight years in business, many White Space advisers have suggested I focus on a single vertical in my work. While we do have a concentration in certain industries—healthcare, for example—I’ve resisted this approach for one reason: It’s not right for growth businesses.
One of my favorite podcasts is How Do We Fix It?, hosted by Richard Davies and Jim Miegs. It reeks of nuance, alternate views, reason, and charm.
I recently listened to an episode with Alison Schrager, who has looked at how risk is managed across circumstances and environments. Some of her conclusions from her book, An Economist Walks Into a Brothel: And Other Unexpected Places to Learn About Risk, really moved me.
In an article written by Kevin Chesters, owner and partner at Harbour, an independent communications collective in London, he notes that marketing strategy is often an in-house function because of budget, time constraints, or convenience.
Well, who doesn’t want to save money, time, or hassle?
We recently onboarded a new client who doesn’t have a CMO. They have tons of experience supporting their brand with the digital channels and PR. They’re in the design industry, so they’re fueled by creativity and innovation. They understand the value of metrics in proving the ROI of their marketing.
But, they came to us because they realized they needed something they called “high-level strategy” in order to use their marketing budget more intelligently.
Seriously, when I heard that I thought I’d died and gone to heaven.
In the past few weeks, I’ve had the opportunity to be introduced to other marketing related firms that do things I don’t do--or don’t do well enough. In the past I viewed this as competition, but now my mind is changed.
Oftentimes, we come into a business relationship to help focus strategy, messaging, and planning. We have implementation programs with our in-house “machine,” and project manage to sustain aggressive timetables and provide air-cover for client teams.
Email unsubscribes are okay--really.
Your email unsubscribe experience will influence how people feel about your brand.
Helping people unsubscribe from your emails will actually have a positive impact on your email deliverability and internet service provider reputation, the goodwill of your customers and prospects, the health of your email list, your bottom line, and more.
Here are some stress-free concepts to think about.
