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Ep 300: How Not to Grow an 8-Figure Business (Obvi Panel - C-Suite Preview)
13 ideas de marketing sacadas de «Ep 300: How Not to Grow an 8-Figure Business (Obvi Panel - C-Suite Preview)», de DTC Podcast. Sobre todo de canales de…
- 13 ideas despiezadas
- Fuente DTC Podcast
- Dura 44 min
- Publicada en 2023
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De 'soluciona tu caída de cabello' a 'el colágeno que sí quieres tomar': el pivotaje que dejó de enseñar ciencia y empezó a compararse con el competitor
Marca y posicionamientoPost-iOS update, Obvi necesitaba que el creative hiciera el targeting. Su mensaje inicial era lifestyle con call-out 'say goodbye to hair loss' — funcionaba para traer al público correcto, pero una encuesta reveló que el 50% de la gente en su lista no sabía qué era el colágeno. Eran tres trabajos en 10 segundos: explicar el problema personal, enseñar la ciencia del colágeno, y vender un sabor. Cambiaron el ángulo…
So collagen has so many benefits and, I think the, main ones that really resonated with our customers were, hair, um, and skin, right? So within hair, it's thinning hair, you know, damaged hair, loss, whatever. So literally what we did is static image, lifestyle photo of the product with one big call out that says say goodbye to hair loss, right? Then a couple other value props, like 5,000, five-star reviews over 300,000 happy customers, So now you're kind of bringing in people on that messaging and there is a point where this now specific person is coming in because they have an issue for…
Escúchalo en el minuto 20:06
El producto se está volviendo viejo cuando tu cliente más leal ya no puede justificar la compra
Oferta y precioObvi lanzó 28-29 sabores de colágeno a lo largo de 2021-2022. Llegó un punto en que los clientes más leales — los que compraban todo, sacaban fotos de su colección, compraban estantes extra en la cocina para exhibir los frascos — empezaron a decir 'no puedo justificar mi colágeno #32'. La señal clave: cuando el top tier de la base ya no compra más variantes, el bottom tier lleva meses sin comprar. La cura no es…
a customer that is super loyal, that will buy everything, right? Um, buying collagen flavors to some point, like at one point became like a collectible thing. Like we, it was almost like you had to Pokemon, like it was like catch them all. Like you had, we had people that would just take photos of their cabinet because, or people Right. Um, and we're like 28 or 29 flavors. Now at some point, I think it was like maybe late 22, 2022, where we were like, or maybe early 2022, where people were just like, I want to buy this new one that you're just about to launch. I just can't justify it anymore…
Escúchalo en el minuto 30:18
Omnichannel mal elegido: presencia en retail que no matchea con tu shopper real
Marca y posicionamientoObvi entró a Vitamin Shoppe porque era un 'checkbox' para futuras conversaciones con retailers más grandes. Resultado: 'super average' performance porque el demo de Obvi (comprador Walmart, café Folgers, azúcar Great Value) no es el cliente de Vitamin Shoppe. La marca admite abiertamente que la decisión respondió a una lógica de marketing (look good on paper, validation signal) y no a una lógica de distribución. La…
I think when, well, like for omni-channel, I would say like even like getting into retail, right? Like even the vitamin shop play, you try to like fit that into your marketing strategy. is that we're doing like super average in vitamin shop. But that's just because our demo doesn't shop there, right? That part where it's like it doesn't necessarily work for the business and you're trying to force it to work. Like it looks good in a diagram. Exactly. Right. It looks great when you're like advertising level like now available at vitamin shop and it gives that validation for the brand. But if…
Escúchalo en el minuto 5:53
ConversiónObvi implementó un quiz en Octane AI con una primera pregunta del tipo '¿qué te trae aquí? — anti-aging, weight loss, immunity, hormonal balance'. Las preguntas siguientes afinan la recomendación. Resultados: 80% de completion rate sobre los que empiezan; 10% de conversion rate sobre los que completan (vs <2% típico de e-commerce). El quiz educa al consumidor sobre qué ofrece la marca y lo lleva al producto correcto…
Um, so we use Octane. Um, I think it's just something that has always answered the question for customers who are like, where do I even start? What do I even buy? Even on like an ad perspective, we're running ads for maybe three or four products at like top of the funnel. And now these people are seeing a bunch of different things and they're like, well, wait, that has collagen in it. Which one do I pick? Right. So implemented this quiz where it's also on the product page where it says, don't know where to start. Click here, take our quiz. Or even on the homepage, there's a big button, take…
Escúchalo en el minuto 32:31
Post-iOS: olvídate del MER, lo que importa es NCAC y NC-ROAS (cuántos clientes nuevos trae cada dólar)
Canales de adquisiciónAntes del iOS update, Obvi optimizaba contra MER (marketing efficiency ratio: revenue / ad spend) — un número que mezclaba new customers con existing customers y 'se sentía bien'. El problema: cuando la retención crece por sí sola (clientes existentes recomprando), el MER luce excelente aunque no estés adquiriendo nadie nuevo. Post-iOS, donde la atribución se rompió, la pregunta correcta pasó a ser: de cada $1 de ad…
I'll talk about the paid side. So prior to the iOS update, um, we were pretty much looking at, um, our MER, um, Charlie, don't give me that look. Um, we were looking at our marketing efficiency ratio, right? So how much of total revenue is gone into ad spend, right? So this doesn't account for new customer acquisition. It really just accounts for this blended approach of like, you know, you spend money, you make money and you're good, right? Um, we weren't looking at the percentage of new customers that were coming in and we're running these ads and we're doing launches and this and that. You…
Escúchalo en el minuto 34:29
Medición y experimentosObvi lee dos palancas para forecasting. (1) Estacionalidad del consumidor: enero-marzo = gym/self-care peak; abril-mayo = summer body o 'me rindo este verano'; verano = menos intentos de bajar de peso; labor day = vuelta al gym; noviembre = modo 'finish strong'; navidad = gasto se va a regalos. Implicación de marketing: en verano no se empuja el fat burner con la misma fuerza. (2) Scarcity intencional: Obvi deja que…
How do you do forecasting in this? I, you know, and my question is like, we're, we talk about an economic downturn. And we're an advertising based business. I think probably half of our advertisers who advertise in the newsletter were in Silicon Valley bank. Uh, so if, if the government didn't come in and bail that out, like who knows what would have happened there and who knows what will happen in the future. But how do you, how do you, how does, how does what's happening in the economy impact how you forecast for the business? Yeah. So I think there's two things that help us with…
Escúchalo en el minuto 41:39
Automatizar customer support sin leer el contexto del cliente destruye valor en los LTV altos
Retención y relación con el clienteObvi recibe ~100-120 tickets al día, de los cuales ~40 son variantes de la misma pregunta. Automatizaron respuestas tipo macro. El problema: una clienta que había hecho 29 pedidos y gastado $2,000+ (casi $3,000) pidió un exchange excepcional fuera de la política estándar (refund máximo de 2 items; ella tenía 3 en un bundle) y la respuesta automática le dijo 'lo siento, nuestra política es...'. El bot no miró su…
say we get about a hundred, 120 tickets a day. And out of that, probably 40 of them are the same question paraphrased from different times Um, and I think there's, there, there calls for a lot of automation there. Um, but within what we learned was, and so like, I think we tried to apply some automation But I think what you realize is like everyone's kind of sentiment in why they sending their message has a different like reason and purpose. Um, so if you're not actually studying like how many orders has this person placed, right? Is this like, we were, we were auto responding to some people…
Escúchalo en el minuto 16:41
La congruencia de funnel importa más que el thumb-stop: si el hook promete A y la landing entrega B, el ad no convierte
Canales de adquisiciónObvi tenía un ad con 40-50% de thumb-stop ratio sobre un polvo de proteína sabor peach rings — el hook decía algo como 'este peach ring me ayudó a perder peso'. La gente cliqueaba pero al llegar al sitio esperaba un candy y se encontraba con un protein powder: la desconexión hacía que abandonaran. En Ads Manager el ad se veía excelente (alto CTR, alto thumb-stop), pero no convertía porque la promesa creativa no se…
Like we've, we've had like really cool, like hooks, um, on our videos that will get like 40, 50% thumb stop ratios, but like it doesn't translate to the website where, and then we had this burn powder, it was a peach rings flavor. And like the hook was, um, this peach ring candy helped me lose weight or something like that. And so people got to the website and they're expecting candy, but then they realize, oh, it's a protein powder. And then it's like, does that disconnect where on the analytics side on like ads manager, that ad looks really good. It has a high click through rate, high thumb…
Escúchalo en el minuto 15:11
Las exclusiones de Facebook se rompen post-iOS: si la match rate falla, tu 'new customer campaign' termina comprando a quien ya te compró
Canales de adquisiciónObvi lanzó una campaña para un producto nuevo, vio 2X ROAS en platform, pensó 'esto escala'. La realidad post-mortem: Facebook atribuyó ventas a la campaña que eran de clientes existentes porque el match rate de las exclusion lists no estaba funcionando. Plataformas como Triple Whale permiten ver el split new vs existing por campaña. Solución que adoptaron: endurecer la exclusion list (clientes de los últimos 180…
We just launched a campaign for top of the funnel, um, new product and on platform, the stats looked incredible, right? It's like the two X return. We're like, Oh, this product is amazing. Let's scale this in the backend. What was really happening is that even though you have your exclusion set up because of what's going on, the match rate is not that great. This campaign was serving to existing customers. Facebook is taking credit for anybody who buys, but on the backend, we noticed that there wasn't enough new customers coming in. And that's why like, it's, it's tough because you can't…
Escúchalo en el minuto 36:59
Un influencer más grande que la marca deja un hueco de revenue imposible de tapar con ads
Canales de adquisiciónObvi tuvo un pico de ventas orgánico porque una influencer de ~2M de seguidores en Facebook publicó un video de 15 minutos sobre su producto. Construyeron con ella una partnership de un año que motorizó el crecimiento de la marca. Cuando la influencer firmó un acuerdo exclusivo con NBC, no pudo seguir trabajando con Obvi y los clientes vinculados a su audiencia cayeron en seco. La marca se quedó dependiendo de paid…
And so when we started, there was an influencer who bought organically from us. Ron thought my ads were crushing and they were not. posted a video, 15-minute long video about Avi. And they all went and bought Avi and we reached out to her, created that partnership. We didn't realize this until after the fact where she ended up getting a deal with like NBC or something. We realized that she was bigger than the brand. And then when she left, her customers kind of just dropped off. And so that's when we started to realize, okay, well, we do vet influencers. So that was probably one of the…
Escúchalo en el minuto 3:13
Ladder de retail: subir de regionals a mass a club con un case study en cada peldaño
Canales de adquisiciónLa estrategia que Obvi está adoptando para entrar a Walmart ilustra la escalera clásica de retail: (1) ganar 2-3 victorias regionales (grocery local, cadenas regionales tipo H.E.B. o Sprouts), (2) usar ese case study para pitch en food-drug-mass (Walgreens, CVS), (3) con ese segundo case study, pitchear en Target/Walmart, (4) desde Walmart, saltar a club (Sam's, Costco). Vitamin Shoppe no fue pivotal para Walmart…
Right. So like typically what you're at least what we were told to do was try to get into like a couple of quick regional wins. Right. So your local maybe grocery stores or your local chains. Then you take that case study and you go to a larger chain and you say, hey, I'm ready for like a H.E.B. in Texas or, you know, a Sprouts or whatever it may be. Then you take that and you go to food, drug, mass. Right. So you go to your pharmacies like Walgreens, CVS. You usually take that case study and you kind of keep going up the ladder. So you go to your Target, Walmart. And then from there, once…
Escúchalo en el minuto 8:24
Medición y experimentosRon (CEO de Obvi) mira el P&L al menos una vez a la semana gracias a Final Loop, un AI bookkeeping tool que produce un P&L en tiempo real cada día. La jerarquía de KPIs: (1) Cost of goods — nunca abajo de 25%, si sube a 26-28% investigar si se vendió mucho de un producto de bajo margen; (2) Merchant fees y cualquier otro % que vaya al bottom line; (3) Marketing costs y ad spend, ajustando el budget del mes siguiente…
Big switch. Yeah. Um, I think for me, I go straight to the P&L. Um, we kind of look at our P&L probably at least once a week. Um, and I mean, we're, it didn't start like that. I mean, it's because we're using this AI bookkeeping tool. Um, what was that called again? I wanted to look into that. It's called Final Loop. Final Loop. Yeah. F-I-N-A-L-L-L-P. Um, there it's real time bookkeeping. So like every day you have a real P&L finished for you. Right. Um, and it, and it's, um, it's been really cool for us. So I think the key KPIs that we're looking at month over month is if you just go from…
Escúchalo en el minuto 39:24
Mitigar la dependencia de un influencer: diversificar, integrar y blindar la relación
Canales de adquisiciónDespués del incidente del influencer exclusivo, Obvi formalizó tres prácticas: (1) no poner todos los huevos en una sola canasta — mantener varios influencers activos en paralelo; (2) integrar a los creadores en el producto (samples, taste testing, co-creación) para que se sientan parte de la marca y quieran seguir promoviéndola; (3) tratar cada colaboración como una relación a cultivar, no como un acuerdo…
So that's why they say, like, you know, don't put all your eggs in one basket. Have multiple influencers. Make sure you're building the relationships with them. Try and get them involved in everything, right? Whether it's like product creation or taste testing or whatever. Like for us, you know, sending them samples and making sure they're part of the brand and they feel part of the brand. They want to continue to promote you. Totally.
Escúchalo en el minuto 5:20
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