Choices and constraints: How DTC companies decide which strategy to follow

Companies typically have to settle on strategies that align with their customers, employees, investors, and regulators. The more they know about how the other side will decide, the clearer their own strategies become.

If regulators always prefer choice for consumers, then it is easy for a platform to allow multiple payment choices: Shopify allows multiple payment options from its partners, Apple doesn’t.

By regulatory intervention, it will have to now.

Nash equilibrium and Netflix time

Nash equilibrium is a fascinating, post-facto explanation for some of the interesting decisions you will often see in business.

In simple terms, Nash equilibrium states that if you have clarity on the other side’s decision, you can make yours without regret. In other words, there is no incentive to change strategy once each side knows what the optimal position of the other side is, in their combined transaction.

All physical products cannot escape retail, because ignoring retail means a smaller serviceable market. But it is a choice companies can make.

I see this playing out every weekend at home. I don’t mind reading a book alone or watching Netflix with my kid, but when I am available for Netflix and my kid decides to read a book, it is a bummer.

DTCs, DNVBs and game theory

In DTC, how companies decide their omnichannel strategy depends on how well they know what their customers’ choices are and what their ideal strategy will be. In many transactions, constraints are actually good forcing functions — they narrow down choices and help you arrive at an equilibrium faster and cheaper.

The marketing and public-market filing languages make for a fascinating read into the minds of companies.

When Warby Parker filed its IPO prospectus last month, the company referred to its digitally-native status in the past tense. The model was effectively flipped in 2020, as its share of online sales to total sales dropped from 65% to 40%. Meanwhile, its physical store count increased from 126 to 145.

#d2c, #direct-to-consumer, #dtc, #ec-column, #ec-ecommerce-and-d2c, #ecommerce, #growth-marketing, #marketing, #marketing-strategy, #merchandising, #omnichannel, #online-shopping, #startups, #verified-experts

Unmuted founder Max van den Ingh on success beyond the metrics

There is no authoritative playbook for marketing these days. Every company must find its own voice, and as it grows and evolves, its marketing needs to evolve as well.

Relying on proven tactics and measurable metrics isn’t enough — today, the most effective marketers constantly study and learn from innovative approaches while exploring new avenues.

This is where Unmuted comes in. A growth marketing agency based in Amsterdam, this company focuses on LinkedIn marketing, content marketing, marketing automation and email marketing. Before starting Unmuted, Max van den Ingh was head of growth and product at MisterGreen, an electric vehicle leasing company, and he also served as head of growth marketing at ShopPop, a chat-based marketing platform.

Van den Ingh, who also serves as a guest lecturer at Nyenrode Business University, was recommended to TechCrunch through the TechCrunch Experts project. We’re currently on the lookout for top-tier growth marketers that you can recommend to other startups. If you know of one, let us know by filling out this quick survey.

Van den Ingh spoke with us about his “modern” approach to marketing, setting realistic goals, how startups had to shift during the pandemic and more.

Editor’s note: This interview has been edited for length and clarity.

You call Unmuted a “modern” growth marketing agency. What do you do that makes your approach to marketing modern?

The way we help our clients is fundamentally different from how most traditional marketing agencies operate. At Unmuted, our clients don’t come to us to have their ideas executed; they come to us for our process. In a way, we’ve productized a growth marketing process that generates ideas for our clients. They find immense value in that process.

Depending on the customer’s team size and resources, we either guide them during execution or execute autonomously and report back. This process-based service model is, in our opinion, the only way to grow a business in a sustainable way.

“The way we help our clients is fundamentally different from how most traditional marketing agencies operate. “

In a practical sense, this is what that process boils down to: We take all that we’ve learned from fast-growing companies and apply these principles to our clients’ businesses. Typically we focus on what we call “innovative companies” — whether that’s because they have a SaaS offering or they’re an innovator within a traditional industry doesn’t really matter. The process we’ve designed works for B2B startups, scaleups and SMBs. That last category can benefit greatly from the way we work.

Our role, then, is threefold: We come up with strategies that we carry out by experimenting with several proven marketing tactics based on our extensive in-house knowledge and experience. This relieves our clients’ marketing teams of potentially stifling tunnel vision.

Our growth program typically unfolds in three stages as well, which we call the Foundation, Acceleration and Transformation stages. In the Foundation stage, we set up the fundamentals based on an extensive audit of the client’s business, and start out with our initial experiments. In the Acceleration stage, we scale the experiments that have shown promising early results. Finally, in the Transformation stage, we teach our clients how to continue growing their business themselves. If necessary, we stick around in a consulting role.

Your work at MisterGreen helped it grow about 10x. How much can a client expect to grow when working with you? How do you help clients set realistic goals?

Setting goals is always a challenge, especially when it comes to marketing. Why should you aim for a certain number? Why not aim higher, or lower, for that matter? At Unmuted, when we start working with a new client, we perform a series of exercises together. This helps us get a clear picture of where the client is now and where they could be when we’ve optimized marketing.

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Next, instead of fixed numbers, like a specific amount of new customers in a given period, we focus on growth levers, like month-over-month growth in certain conversion or activation areas. Focusing on growth levers makes our work more actionable.

We then construct a framework as part of our growth program that also allows room for certain beliefs a company has. I feel this “belief system” is truly essential to any growth marketing strategy. If you don’t allow room for gut feeling activities and only focus on data-driven projects, you will end up only working on things you can measure. We believe that growth marketing will become more effective when you also invest time and effort in channels and spaces you can’t necessarily measure.

When people talk about your solution on WhatsApp or during podcast episodes, that’s amazing and will effectively influence revenue, but sometimes there’s just no way to track these activities.

Finally, we don’t make any guarantees when it comes to growth results. That’s not how it works. We’ll always aim to maximize results as part of the process. Diligent focus on continuous improvement and optimization comes first. Results will automatically follow afterward.

For instance, we recently helped a B2B SaaS platform increase demo requests by 350%. But this wasn’t the goal at all. The process we were following was focused on optimizing every aspect of the demo request journey, from acquiring visitors to optimizing the demo page and more. Every experiment we ran increased the demo request metric to some extent. After six months, you start seeing these compounded results.

You were also the head of growth at ShopPop. How did that experience shape the way you help your clients?

Working for a fast-growing B2B SaaS company with a self-serve product taught me quite a few things. For starters, the importance of getting a really clear understanding of what sustainable growth looks like. Especially in growth marketing, there are a lot of things you can do to gain short-term results. But this doesn’t necessarily help, because you might be acquiring customers that you lose in the long run.

For example, running aggressive advertising campaigns in the early stages to acquire new users in sectors that you know won’t benefit considerably from your product. This type of superficial growth will come back in the form of churn sooner rather than later, and simply isn’t sustainable.

At Unmuted, when we start working with a new client, we put a lot of time and effort into understanding their best type of customers, what their problems are, and why that’s the case. Only then do we start looking at how to solve those problems with our client’s products or services.

You’re a guest lecturer at Nyenrode Business University and do speaking engagements as well. What do you hope people take away from your talks?

When I stand in front of a crowd during a speaking engagement, I always share stories about times where I took a pragmatic approach and did things differently. Growth can come in different shapes and forms, and although it often seems simple, it’s never easy. People, and especially management, have to understand that growth takes time and that you need failures to learn.

You need to have conversations to be able to learn and iterate. It’s better to have the wrong type of conversations than not having any at all. Without feedback, there’s no way to grow. And while an eagerness to learn comes naturally to most marketers, this isn’t necessarily the case for your average business person. If I can inspire audiences with my approach to growing by learning, I think that’s a great takeaway.

How have you seen startups change during the pandemic?

A lot of startups have been forced to change their approaches during the pandemic. Some have adapted successfully, while others are now stuck. I experienced it personally when I was still working at ShopPop, where we were focused on the music industry when the pandemic hit.

Music industry clients weren’t buying, for obvious reasons, so we had to pivot somehow. We ended up moving into e-commerce, which was, and still is, booming.

As the pandemic continues, what trends are you seeing in growth marketing?

The biggest trend I’m currently seeing is in the role marketing departments play. These have never been as important as they are now. Digital marketers, especially, are often the ones that come up with new ideas as to how a company can grow online. Nobody will know how the COVID-19 pandemic will play out, but in the meantime, every company is trying to adapt and find new ways to connect with their customers in unique, meaningful ways.

Logically, we’re seeing a surge in demand for online events like webinars and virtual summits. But everybody is doing those. So where can you carve out your own thing that becomes recognizable for your brand? Discovering these new channels and approaches — I think that should be the role of marketing.

How have you seen the startup market develop while working in growth?

The development of the startup market has been most noticeable in how new standards are being set. For example, startups have always been characterized as fast movers, but remote working and the rise of highly collaborative tools have further increased the speed at which startups operate. The whole industry transformed from speedboats into rocket ships. Talent became much more accessible, and through that internal cultures became more diverse and more resilient.

You can always depend on startups adopting new ways of working early on. They need to differentiate in order to survive, and a novel approach can be the one thing that makes them stand out from the crowd.

You have to understand that working at a startup often feels like you’re standing on the edge of a cliff. And that’s also the moment you’re at your most creative. I think this is also how growth marketing as a whole came about. In competitive markets, people have to fight for their right to exist. Marketing is often a way to radically differentiate. When people become really good at that, set new standards and raise the bar, the market develops as a whole.

What do startups continue to get wrong?

It’s been said many times before, but even today, most startups don’t learn quickly and deeply enough. Founders often have an amazing idea and vision of how things will play out. But how much field experience does this person really have? Enough to be able to foresee the future?

Usually, for startups, short-term growth goes well — they get some initial traction from their network, but then the next phase kicks in. Especially when there’s an investment involved, putting more pressure on the commercial side of things, this next phase will mean encountering a lot of hurdles.

When a company doesn’t find a strong enough product-market fit and doesn’t apply what its learned early on, things will get extremely tough. In this phase, a lot of research and experimentation is necessary. If the founding team isn’t up for this and they put their heads in the sand, the startup will deteriorate quickly.

On the other side: What are startups doing better now than ever before?

The best thing a startup can do, and I’m seeing it happen more and more, is investing in community early on. When I was leading growth at MisterGreen, we created a community for the first thousand Tesla Model 3 owners in the Netherlands. Everyone wanted to be a part of this founding tribe, learn from each other, get insights and so on.

This group turned out to be our most effective marketing tool. Word-of-mouth went through the roof. We had all of these people talking about our community at birthday parties, in their office, you name it. This is a great example of investing in marketing you can’t really measure, but which you do strongly believe in.

#content-marketing, #digital-marketing, #email-marketing, #experts, #growth-marketers, #growth-marketing, #marketing, #marketing-strategy, #online-marketing, #social-media-marketing, #startups, #tc, #verified-experts

MKT1: Developer marketing is what startup marketing should look like

MKT1 is a strategic marketing firm founded by experienced startup executives that is everything but a marketing agency. It advises startups on marketing approaches, recruiting and mentoring workshops, with some angel syndicate investing as well. It also provides a job board, a newsletter, and workshops for marketers.

Founders Kathleen Estreich and Emily Kramer say they are responding to a few big trends in the startup world. These days, young companies are raising more capital than ever and facing increased pressure to maintain rapid growth, but founders are typically focused on technology and product problems. The result, as they have sometimes seen first-hand, is marketing coming in too early or too late to truly help a startup grow. Instead, Kramer and Estreich help companies make marketing a core part of how they execute from their early days.

Estreich, previously at Facebook, Box, Intercom and Scalyr, and Kramer, previously Ticktfly, Asana, Astro and Carta, were recommended to us through our survey seeking recommendations for top growth marketers in the startup industry. (If you have your own recommendation, please fill out the survey here.)

In the interview below, they share more about how they recruit startup marketers and advise founders to approach marketing based on needs and several other issues that are critical for early-stage startups.

(This interview has been edited for length and clarity.)

TC: You’re both accomplished marketers and have worked at big-name companies. What made you decide to leave that career and open your own marketing firm?

Estreich: It was different for both of us. I was working in sales, and I left actually and had a baby. COVID hit and we were uncertain… Emily and I have known each other for several years, so she and I started talking over a year ago about what we were up to and what we were thinking about.  One of the trends that we were seeing was a lot of the companies when we started were typical founders [focused on technology and product], and there was a gap around helping them go to market and helping them with marketing.

We started talking and realized that we love working with founders; we love working with early-stage companies. We wanted to do that full-time. So we started doing that fall of last year and it’s been awesome. We’ve gotten to work with a lot of interesting companies and we’re starting to see a lot of trends. Hiring is a huge, huge thing, and it’s figuring out who’s the right person, when do you hire them, how do you find them, and how do you hire them.

Kramer: It’s somewhat similar for me. I had been the first, or first-ish, marketer at TicketFly and then at Asana — I was a marketer there and built up a team to about 25 people. I really love building teams, and I like them at scale too. I love the puzzle that is building a marketing team with all of the different functions, whether its hiring or figuring out what to do strategically.

Then I joined a seed-funded company — again, because I love building — a company called Astro. I actually had this experience where they hired too senior, too early on the marketing side, which is also a mistake I see people making. While we were trying to find product-market fit, I realized I was probably too senior coming off my experience at Asana. I then went to Carta — but Carta was 300 people. We didn’t have marketing at all. They had stops and starts and had a large-scale organization, so I built that marketing team up — just much later [stage].

I ended up filing a lawsuit against Carta, that is fairly public, for discrimination on equal pay, retaliation, among other things [Ed. TechCrunch coverage here]. After an experience like that, you start to re-evaluate things. So Kathleen and I started advising companies together and it’s become more than just advising. We help early companies build their marketing functions across the board.

TC: You focus on SaaS companies. Is there a reason that you have that focus versus going broader?

Estreich: That’s been our experience. Since leaving Facebook, I worked at B2B SaaS companies, with different audiences and different stages, so that’s been my experience. I think there’s a huge opportunity for marketing and it is changing in the B2B SaaS world.

Kramer: While we do focus on SaaS marketing, I think our sweet spot is in modern marketing, and significantly, self-serve as well as a lot of developer marketing. We actually think that developer marketing is how all of our things should be. It focuses on adding value, and it focuses on treating people like humans.

TC: You’ve written extensively about how to think about marketing in the earliest stages of a company. So what are the biggest mistakes that you see founders still making in 2021?

Estreich: I would say either they go too early or too late with who they’re hiring. Or one of the things that we talked about is that your first marketers are actually your founders. They’re the ones who help tell your story and do your early marketing.

I think a big part of it is finding that right early team on, and one of the key insights that we’ve written about is that the first marketer should be really a pi-shaped marketer. It’s someone who has breadth and depth, who has experience with product marketing and growth marketing. It is your first marketing hire. Regardless of what you’re hiring them for, they do everything since you don’t have anyone else. They are the default of every aspect of marketing.

Kramer: It’s not necessarily that you’re an expert in two areas instead of all the areas — product marketing, growth marketing, content marketing. So two of those areas, and normally, that is growth marketing and product marketing, based on what they need.

Estreich: When you’re thinking about going to market, some companies think that content is going to be the most important thing, so your first marketer should be pretty competent in it.

Kramer: I think the number-one thing that we look for, when we help companies with job descriptions and planning, is someone that is strategic and scrappy. But they also need to be able to set their own goals and figure out what to do, because the other trend that we see in marketing and marketing hires, is that founders will give marketers goals like “write 10 blog posts.”

That’s not the goal. What are you trying to drive? Are you trying to drive web traffic, because it actually just disincentivizes me as a content person or as a marketer to write good content if I have to write 10 pieces. It instead drives 50,000 page views. I could go write one really amazing data study or well-researched piece that does all of that that drives way more than 10 shitty posts.

Estreich: You could do a smaller number of things better and get the same outcomes. So it’s really that balance of a bunch of things you could do. And one of the most common conversations Emily and I have with marketers right now is, “How do I prioritize? What should I do?”

Kramer: “How do I set goals really about prioritization and how do I have my goals set in a way that is focused on these different activities?” Find that sweet spot of someone who still wants to get their hands dirty and wants to go early but can think strategically about what we are doing uniquely and how are we going to have an impact.

Estreich: People who have experience with your business model is another thing that we look at. So if you’re a top-down enterprise sales company, the marketing function in various fields are very different than if you’re bottom, inbound-driven. So hiring someone that matches what you think your go-to-market is going to look like, I think, is an important thing. It’s a different way of viewing the world, and if you compare companies, they might hire someone who has done one or the other. But you want someone who actually is new because that’s more important than almost the industry experience.

Kramer: Sometimes consumer stuff might be more similar to your business model. To amplify what Kathleen was saying about the industry, I think a lot of times I work with tech companies and they’re like we need people that have done fintech or finance. Now, you’re narrowing an already small pool for an early-stage marketing role to an even smaller pool. Getting a person that’s not too senior in their career, that’s full of ambition and can learn quickly is worth it versus them having the experience. Your company should have other people that are experts in the areas.

Estreich: So I think part of that, too, is a willingness and excitement around the audience. Similar to Emily, I’ve worked in marketing for very different audiences in my career. And part of it is like, am I excited about diving in and learning about this space?

TC: What are the major trends that you’re seeing in marketer hiring right now?

Kramer: Companies are going to marketers early on. One reason is that companies are in the larger rounds earlier than ever before. When you have more money to spend on go-to-market and marketing earlier, you’re bringing on marketers while earlier on.

Now some founders still aren’t. And they’re like, “Oh, we don’t need marketing.” But founders that really know that they need to differentiate how they’re doing distribution — which in my opinion would be a company that’s successful — are like, “Oh, we have more money to hire earlier on.” So there’s a shortage [of marketers], I think. I imagine that we will start to see turnover right after Labor Day, when some companies make people go back to the office.

Estreich: Yeah, we’re keeping a very close eye on going back to the office.

Kramer: I think it’s harder than ever with early-stage marketing goals.

Estreich: There are many more companies that are starting earlier and getting funding, and then when you get that funding earlier, there’s pressure to grow earlier. You’re like, “OK, we need marketing help sooner.” And then the bigger companies are doing great, people are like, “I’m sitting on this large exit package — what’s my incentive to go?”

Kramer: And I think there is starting to be a little less stigma on the job bouncing; people are like, “This isn’t great, I’m super lonely and I’m at home, I’m not being treated great. … I’m going to go somewhere else.” I think there’s also just more attrition in marketing roles than in other roles. Because to be the head of marketing you typically need to understand these different areas of marketing, and if you’re at a large company then you’re going to get siloed and you’re not going to learn these things and you’re going to stifle your career.

Estreich: Yeah, being clear about the benefits and the downsides of a big job is important. I’ve always appreciated this about companies that I’ve talked to, or about joining, that tell me everything so that when I get there, I’m not surprised. Because if you try and surprise me, I’m gonna find out anyway. To the extent that, you know, you could learn as much as you can without joining.

I think that’s important. And that’s what we’re trying to do on both sides, like help companies, you know, set these jobs up for success. And then on the marketer side, help them know what it’s actually going to be like and to the extent that we can do some sort of matching to help find good people for these companies that we think are good fits.

In one of your Substack posts, you said that “marketing strategy needs to be a healthy mix of testing new things, scaling what works, and optimizing what’s already working. Setting goals is critical here.” How do you work with companies to ensure that their goals are appropriate for the stage that they’re at?

Kramer: There are things that we say “keep the lights on,” like traffic numbers, conversion numbers.

Estreich: The steady state of marketing.

Kramer: And then there are things that can cause step-change growth, if you measure to find them. If you’re measuring everything against the same measures/metrics, you’re never going to get there, because the tests are never going to perform as well as the stuff that has already been up and running.

So it’s also about breaking up your goals. “Here are the big steps we’re taking and here are the step-change drivers that we hypothesize are a good idea and here’s how we’re going to test these things.” It’s the balancing of these quick wins and things that keep the lights on and long-term projects and how to bite off a little bit to test it.

Estreich: “What are we trying to do?” And then, “What’s the action plan we need to put together?” Other than that, “What can we do in the next three months?” And then, “What do we need to do and invest in the next several months?”

Kramer: You know, this is why I always say there’s so many different things that you can do. And I don’t think founders realize how many things there are to do, because founders often think of marketing in a couple of pockets. They’re like, “Oh, it’s ads, PR.” But it’s a lot more than that; it’s many things that are going to drive growth, both short-term and long-term. That’s a very fast definition of marketing, but that’s basically what it is. But there’s so many different things to do.

You’re more than most agencies, you’re angel investors and advisers. Is that how you think about yourselves, are you an operator rather than a growth marketing agency?

Kramer: We’re not a marketing agency; we are strategic marketers. We’re going to recommend agencies that you should work with. Part of this is like, “Could we go be operator VCs? Could we go raise a fund?” Yeah, probably … we’re doing this as advising and investing. We actually treat a lot of what we’re doing like you would at a SaaS company. We realized everybody wants help with recruiting. So we iterated on some stuff [and] launched a new job board.

And then we do angel investing. We’re always interested in iterating on what we’re doing there. So yes, there’s a huge switch towards people raising money from operators who are definitely part of that shift. We want to help as many companies as [we can whose] values are mission-aligned. And we also want to elevate markers. … I’m a marketer. That’s what I do. It’s marketing.

So it’s a bad word and marketers are/aren’t angel investors, and marketers often get paid less and marketers are often thought of as second-class citizens in the company. So we want to elevate the role of marketing to and help other workers. As much as we want to help companies grow, we also want to help marketers. We’re still trying to figure out the best way to do all of those things.

Estreich: We started off like, “OK, what do we like to do? Where do we see the market?” We like helping founders sort of think through early-stage marketing jobs, as we could do that as advisers then, you know. What are the common themes that we’re seeing? Everyone needs help on recruiting: How can we help not just these companies, but generally as well, which is like the job board that we talked about.

And I think there is a need in the market, like we talked about at the beginning, where there are many companies that started earlier with technical founders dealing with exposure to a lot of the business side. Companies that have good marketing are going to be more successful. That’s why we’re advising them, and that’s why we’re working with those marketers. That’s a main reason we started what we’re doing.

#emily-kramer, #entrepreneurship, #facebook, #growth-marketers, #growth-marketing, #hiring, #marketing, #marketing-strategy, #personnel, #product-marketing, #startups, #tc

VCs and startups consider HaaS model for consumer devices

I’ve been following consumer audio electronics company Nura with great interest for a few years now — the Melbourne-based startup was one of the first companies I met with after starting with TechCrunch. At the time, its first prototype was a big mess of circuits and wires — the sort of thing you could never imagine shrunk down into a reasonably-sized consumer device.

Nura managed, of course. And the final product looked and sounded great; hell, even the box was nice. If I’m lucky, I see a consumer hardware product once or twice a year that seems reasonably capable of disrupting an industry, and Nura’s custom sound profiles fit that bill. But the company was unique for another reason. A graduate of the HAX accelerator, the startup announced NuraNow roughly this time last year.

Hardware as a service (HaaS) has been a popular concept in the IT/enterprise space for some time, but it’s still fairly uncommon in the consumer category. For one thing: a hardware subscription presents a new paradigm for thinking about purchases. And that is a big lift in a country like the U.S., which spent years weaning consumers off contract-based smartphones.

That Nura jumped at the chance shouldn’t be a big surprise. Backers HAX/SOSV have been proponents of the model for some time now. I’ve visited their Shenzhen offices a few times, and the topic of HaaS always seems to come up.

In a recent email exchange, General Partner Duncan Turner described HaaS as “a great way to keep in contact with your customers and up sell them on new features. Most importantly, for start-ups, recurring revenue is critical for scaling a business with venture capital (and will help appeal to a broad set of investors). HaaS often has a low churn (as easier to put onto long-term contracts).”

#business-models, #consumer-electronics, #consumer-hardware, #duncan-turner, #economy, #eric-migicovsky, #events, #extra-crunch, #gadgets, #hardware, #hardware-as-a-service, #hbo, #headphones, #market-analysis, #marketing, #marketing-strategy, #merchandising, #netflix, #smartphones, #spotify, #startups, #subscription-services, #techcrunch-early-stage, #wearables

The best investment every digital brand can make during the COVID-19 pandemic

Intuitively, stores that sell online should be making a killing during the COVID-19 pandemic. After all, everyone is stuck at home — and understandably more willing to shop online instead of at a traditional retailer to avoid putting themselves and others at medical risk. But the truth is, most smaller online stores have seen better days.

The primary challenge is that smaller shops often don’t have the logistics networks that companies like Amazon do. Consequently, they’re seeing substantially delayed delivery timelines, especially if they ship internationally. Customers obviously aren’t thrilled about that reality. And in many cases, they’re requesting refunds at a staggering rate.

I saw this play out firsthand in April. At that point, my stores were down 20% or in some cases even 30% in revenue. Needless to say, my team was freaking out. But there’s one thing we did that helped us increase our revenue over 200% since the pandemic, decrease refund requests and even strengthen our existing customer relationships.

We implemented a 24-hour live chat in all of our stores. Here’s why it worked for us and why every digital brand should be doing it too.

Avoid the common ‘unreachability’ frustration

When I started my first online store in 2006, challenges that bogged my team down often meant that my team’s first priority became resolving those challenges so that we could serve our customers faster. But admittedly, when these challenges came up, it became more difficult to balance communicating with our customers and resolving the issues that prevented us from fulfilling their orders quickly.

#column, #coronavirus, #covid-19, #customer-relationship-management, #customer-support, #ecommerce, #extra-crunch, #growth-and-monetization, #growth-marketing, #marketing, #marketing-strategy, #online-shopping, #online-stores, #retail, #startups, #verified-experts