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ALEX WEINSTEIN
Alex Weinstein. Marketing Metrics: How to Calculate ROAS, LTV, and CAC. The founder of the Virgin empire famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals that marketers need to ABOUT ALEX WEINSTEIN Hi there! I’m Alex Weinstein, I’m a passionate entrepreneur, engineer, and marketer. I’m an advisor and a board member for several growth-stage startups. I help each team accelerate their scale-out: marketing measurement and ROI, product org design, engineering roadmap and processes, sales + marketing processes and systems, and hiring. MACHINE LEARNING AND DIGITAL MARKETING: MELDING HUMAN AND In digital, you can easily spot two opposing camps — the artists and the quants. Artists are folks like the New York Times: Pulitzer prize-winning journalists use their intuition and skill — their unique talents — to create one-of-a-kind stories, and the judgment of the Chief Editor is pure gold. Artists create incredible brand value; true loyalty — lifelong fans. Quants are folks like THE DARK SIDE OF A/B TESTING As product designers and marketers, we love the clarity that comes from A/B testing. We have an idea; we implement it; then, we let the customers decide whether it’s good or not by running a controlled experiment. We split the users into unbiased groups and watch one treatment overtake the other in a statistically significant, unbiased sample. Thoroughly impressed by our own analytical rigorLEAKY CLOUDS
Joel Spolsky has two timeless pieces – Fire and Motion and The Law of Leaky Abstractions that are cornerstones of what I’m about to preach in this post. Please take a moment to read those articles by Joel – they’re almost 10 years old now, but are as relevant as ever. My field, software engineering, is young and filled with changing winds. Client-server! No, web-based!.. Win32! No, PHP AVOID THE SEA OF MEDIOCRITY Avoid The Sea of Mediocrity. I recently wrote about motivational issues associated with large teams. In this post, I’d like to explore organizational aspects of this issue. Larry Ellison, the CEO of Oracle, is known for a curious approach to solving problems in the product teams. If he sees a team that’s struggling, he pulls aperson from
WHAT IS THE SINGLE MOST HURTFUL WAY I CAN INTERPRET THIS? Psychology and human relationships are so undervalued in our brainiac, meritocracy culture of technologists. Particularly in software, where there’s a lot of people with vast amounts of intellectual horsepower – and a lot of passion – conflicts arise. Many talented engineers are quite introverted – and socially challenged at the same time; this creates a dangerous mix – we’re often WHAT IS YOUR MARKETING WORTH IF THE PRODUCT ISN'T ALIGNED My story of desperately trying to become a customer of a next-generation Internet provider and what marketers and product managers can learn from this sadly typical experience. 3 AREAS WHERE MARKETERS CAN REDUCE THEIR ACTION BIAS Sometimes repeating a good idea is worthwhile Marketers obsess about every detail of their campaign, spending hours defining the audience targeting rules and picking out the perfect image to accompany our meticulously crafted copy. But how can we be confident that these steps are making a difference in our business’ top line? Those that love analytics will suggest using data, running A/B ENGINEERS DON’T NEED BABYSITTING I’ve recently written about the role of Product Managers in technology organizations. In that article, I looked at what PM’s SHOULD do. I’d like to discuss the subject of one personal pet peeve of mine around what many perceive to be a part of the PM’s role: babysitting engineers. Let’s imagine the following setup: a 10-engineer technology startup. A single product managerALEX WEINSTEIN
Alex Weinstein. Marketing Metrics: How to Calculate ROAS, LTV, and CAC. The founder of the Virgin empire famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals that marketers need to ABOUT ALEX WEINSTEIN Hi there! I’m Alex Weinstein, I’m a passionate entrepreneur, engineer, and marketer. I’m an advisor and a board member for several growth-stage startups. I help each team accelerate their scale-out: marketing measurement and ROI, product org design, engineering roadmap and processes, sales + marketing processes and systems, and hiring. MACHINE LEARNING AND DIGITAL MARKETING: MELDING HUMAN AND In digital, you can easily spot two opposing camps — the artists and the quants. Artists are folks like the New York Times: Pulitzer prize-winning journalists use their intuition and skill — their unique talents — to create one-of-a-kind stories, and the judgment of the Chief Editor is pure gold. Artists create incredible brand value; true loyalty — lifelong fans. Quants are folks like THE DARK SIDE OF A/B TESTING As product designers and marketers, we love the clarity that comes from A/B testing. We have an idea; we implement it; then, we let the customers decide whether it’s good or not by running a controlled experiment. We split the users into unbiased groups and watch one treatment overtake the other in a statistically significant, unbiased sample. Thoroughly impressed by our own analytical rigorLEAKY CLOUDS
Joel Spolsky has two timeless pieces – Fire and Motion and The Law of Leaky Abstractions that are cornerstones of what I’m about to preach in this post. Please take a moment to read those articles by Joel – they’re almost 10 years old now, but are as relevant as ever. My field, software engineering, is young and filled with changing winds. Client-server! No, web-based!.. Win32! No, PHP AVOID THE SEA OF MEDIOCRITY Avoid The Sea of Mediocrity. I recently wrote about motivational issues associated with large teams. In this post, I’d like to explore organizational aspects of this issue. Larry Ellison, the CEO of Oracle, is known for a curious approach to solving problems in the product teams. If he sees a team that’s struggling, he pulls aperson from
WHAT IS THE SINGLE MOST HURTFUL WAY I CAN INTERPRET THIS? Psychology and human relationships are so undervalued in our brainiac, meritocracy culture of technologists. Particularly in software, where there’s a lot of people with vast amounts of intellectual horsepower – and a lot of passion – conflicts arise. Many talented engineers are quite introverted – and socially challenged at the same time; this creates a dangerous mix – we’re often WHAT IS YOUR MARKETING WORTH IF THE PRODUCT ISN'T ALIGNED My story of desperately trying to become a customer of a next-generation Internet provider and what marketers and product managers can learn from this sadly typical experience. 3 AREAS WHERE MARKETERS CAN REDUCE THEIR ACTION BIAS Sometimes repeating a good idea is worthwhile Marketers obsess about every detail of their campaign, spending hours defining the audience targeting rules and picking out the perfect image to accompany our meticulously crafted copy. But how can we be confident that these steps are making a difference in our business’ top line? Those that love analytics will suggest using data, running A/B ENGINEERS DON’T NEED BABYSITTING I’ve recently written about the role of Product Managers in technology organizations. In that article, I looked at what PM’s SHOULD do. I’d like to discuss the subject of one personal pet peeve of mine around what many perceive to be a part of the PM’s role: babysitting engineers. Let’s imagine the following setup: a 10-engineer technology startup. A single product manager THE DARK SIDE OF A/B TESTING As product designers and marketers, we love the clarity that comes from A/B testing. We have an idea; we implement it; then, we let the customers decide whether it’s good or not by running a controlled experiment. We split the users into unbiased groups and watch one treatment overtake the other in a statistically significant, unbiased sample. Thoroughly impressed by our own analytical rigorLEAKY CLOUDS
Joel Spolsky has two timeless pieces – Fire and Motion and The Law of Leaky Abstractions that are cornerstones of what I’m about to preach in this post. Please take a moment to read those articles by Joel – they’re almost 10 years old now, but are as relevant as ever. My field, software engineering, is young and filled with changing winds. Client-server! No, web-based!.. Win32! No, PHP WHAT IS THE SINGLE MOST HURTFUL WAY I CAN INTERPRET THIS? Psychology and human relationships are so undervalued in our brainiac, meritocracy culture of technologists. Particularly in software, where there’s a lot of people with vast amounts of intellectual horsepower – and a lot of passion – conflicts arise. Many talented engineers are quite introverted – and socially challenged at the same time; this creates a dangerous mix – we’re often THE CORE PILLAR THAT DRIVES TECHNOLOGISTS This article is about putting labels on people. If you’re a technologist – a nerd at heart – I’m going to put you into one of three categories. I’ll call them D, T, and P. I’ll explain what they are in the end. D’s like beautiful code. They love complex algorithms, elegant systems, clever hacks. They thrive on discussing design patterns, threading, synchronization. GAMING THE INCENTIVES Humans are fantastic at finding holes in incentive systems. Give incentives to retail employees to push an add-on product – and they’ll find a way to do so without increasing your bottom line profits. Incentivize efficient behavior for testers – finding bugs! – and they’ll open millions of stupid, mindless little defects that waste your time. Joel Spolsky says it best: I’m always HAVING OTHERS WANT TO FOLLOW YOU I was lucky to work for a wise man who taught me the best definition of leadership that I know of: being a leader means that others want to follow you. Want. Want, as in, they see something in you that makes them believe in you, in the words that are yet to come out of your mouth – only because they are yours. Want, as in, voluntarily come to you asking for advice.INTERVIEWING
We’ve all been there. This guy comes in to interview, and three minutes into it you get this feeling. He’s all words and no action. He’s an arrogant bastard. He’s an architecture astronaut. The interview goes on and on, and with every new topic, you find more and more reasons around why your initial sense is true. Hey, he didn’t give any credit to his peers. He invented it all IF YOUR TEAM ISN’T ON-TRACK, TRY THIS The most concise, truly beautiful definition of leadership I’ve heard is “having others WANT to follow you.” This definition means two things 1) that you’re actually moving somewhere, not standing still and 2) that others are convinced, not coerced, into going along. There are so many leadership books out there, some talking about vision, some about audacity, some about authenticity. YOUR TEAM JUST SCREWED UP BADLY You’ve been there. Someone on your team just screwed it up. Your production website went down in the middle of the night, it took hours to bring it back up. It’s 10am the next day, you’re at your daily standup, and the culprit is looking down, ashamed and quiet; the team is noticeably uncomfortable and is expecting you, their leader, to scream and shout about business impact and ENGINEERS DON’T NEED BABYSITTING I’ve recently written about the role of Product Managers in technology organizations. In that article, I looked at what PM’s SHOULD do. I’d like to discuss the subject of one personal pet peeve of mine around what many perceive to be a part of the PM’s role: babysitting engineers. Let’s imagine the following setup: a 10-engineer technology startup. A single product managerALEX WEINSTEIN
Alex Weinstein. Marketing Metrics: How to Calculate ROAS, LTV, and CAC. The founder of the Virgin empire famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals that marketers need to ABOUT ALEX WEINSTEIN Hi there! I’m Alex Weinstein, I’m a passionate entrepreneur, engineer, and marketer. I’m an advisor and a board member for several growth-stage startups. I help each team accelerate their scale-out: marketing measurement and ROI, product org design, engineering roadmap and processes, sales + marketing processes and systems, and hiring. REPLACE HALF OF YOUR MEETINGS WITH THIS Especially during the pandemic, meetings have become the most dreadful way to spend time. There’s fascinating research suggesting that videoconferencing is much more taxing because being stared at for a prolonged period of time triggering our “prey effect.” Zoom fatigue is widespread and real, and it affects women disproportionately.Every opportunity to kill a meeting is thus, in mybook
WHAT IS THE SINGLE MOST HURTFUL WAY I CAN INTERPRET THIS? Psychology and human relationships are so undervalued in our brainiac, meritocracy culture of technologists. Particularly in software, where there’s a lot of people with vast amounts of intellectual horsepower – and a lot of passion – conflicts arise. Many talented engineers are quite introverted – and socially challenged at the same time; this creates a dangerous mix – we’re often HAVING OTHERS WANT TO FOLLOW YOU I was lucky to work for a wise man who taught me the best definition of leadership that I know of: being a leader means that others want to follow you. Want. Want, as in, they see something in you that makes them believe in you, in the words that are yet to come out of your mouth – only because they are yours. Want, as in, voluntarily come to you asking for advice. MACHINE LEARNING AND DIGITAL MARKETING: MELDING HUMAN AND In digital, you can easily spot two opposing camps — the artists and the quants. Artists are folks like the New York Times: Pulitzer prize-winning journalists use their intuition and skill — their unique talents — to create one-of-a-kind stories, and the judgment of the Chief Editor is pure gold. Artists create incredible brand value; true loyalty — lifelong fans. Quants are folks like AVOID THE SEA OF MEDIOCRITY Avoid The Sea of Mediocrity. I recently wrote about motivational issues associated with large teams. In this post, I’d like to explore organizational aspects of this issue. Larry Ellison, the CEO of Oracle, is known for a curious approach to solving problems in the product teams. If he sees a team that’s struggling, he pulls aperson from
WHAT IS YOUR MARKETING WORTH IF THE PRODUCT ISN'T ALIGNED My story of desperately trying to become a customer of a next-generation Internet provider and what marketers and product managers can learn from this sadly typical experience. YOUR TEAM JUST SCREWED UP BADLY You’ve been there. Someone on your team just screwed it up. Your production website went down in the middle of the night, it took hours to bring it back up. It’s 10am the next day, you’re at your daily standup, and the culprit is looking down, ashamed and quiet; the team is noticeably uncomfortable and is expecting you, their leader, to scream and shout about business impact and 3 AREAS WHERE MARKETERS CAN REDUCE THEIR ACTION BIAS Sometimes repeating a good idea is worthwhile Marketers obsess about every detail of their campaign, spending hours defining the audience targeting rules and picking out the perfect image to accompany our meticulously crafted copy. But how can we be confident that these steps are making a difference in our business’ top line? Those that love analytics will suggest using data, running A/BALEX WEINSTEIN
Alex Weinstein. Marketing Metrics: How to Calculate ROAS, LTV, and CAC. The founder of the Virgin empire famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals that marketers need to ABOUT ALEX WEINSTEIN Hi there! I’m Alex Weinstein, I’m a passionate entrepreneur, engineer, and marketer. I’m an advisor and a board member for several growth-stage startups. I help each team accelerate their scale-out: marketing measurement and ROI, product org design, engineering roadmap and processes, sales + marketing processes and systems, and hiring. REPLACE HALF OF YOUR MEETINGS WITH THIS Especially during the pandemic, meetings have become the most dreadful way to spend time. There’s fascinating research suggesting that videoconferencing is much more taxing because being stared at for a prolonged period of time triggering our “prey effect.” Zoom fatigue is widespread and real, and it affects women disproportionately.Every opportunity to kill a meeting is thus, in mybook
WHAT IS THE SINGLE MOST HURTFUL WAY I CAN INTERPRET THIS? Psychology and human relationships are so undervalued in our brainiac, meritocracy culture of technologists. Particularly in software, where there’s a lot of people with vast amounts of intellectual horsepower – and a lot of passion – conflicts arise. Many talented engineers are quite introverted – and socially challenged at the same time; this creates a dangerous mix – we’re often HAVING OTHERS WANT TO FOLLOW YOU I was lucky to work for a wise man who taught me the best definition of leadership that I know of: being a leader means that others want to follow you. Want. Want, as in, they see something in you that makes them believe in you, in the words that are yet to come out of your mouth – only because they are yours. Want, as in, voluntarily come to you asking for advice. MACHINE LEARNING AND DIGITAL MARKETING: MELDING HUMAN AND In digital, you can easily spot two opposing camps — the artists and the quants. Artists are folks like the New York Times: Pulitzer prize-winning journalists use their intuition and skill — their unique talents — to create one-of-a-kind stories, and the judgment of the Chief Editor is pure gold. Artists create incredible brand value; true loyalty — lifelong fans. Quants are folks like AVOID THE SEA OF MEDIOCRITY Avoid The Sea of Mediocrity. I recently wrote about motivational issues associated with large teams. In this post, I’d like to explore organizational aspects of this issue. Larry Ellison, the CEO of Oracle, is known for a curious approach to solving problems in the product teams. If he sees a team that’s struggling, he pulls aperson from
WHAT IS YOUR MARKETING WORTH IF THE PRODUCT ISN'T ALIGNED My story of desperately trying to become a customer of a next-generation Internet provider and what marketers and product managers can learn from this sadly typical experience. YOUR TEAM JUST SCREWED UP BADLY You’ve been there. Someone on your team just screwed it up. Your production website went down in the middle of the night, it took hours to bring it back up. It’s 10am the next day, you’re at your daily standup, and the culprit is looking down, ashamed and quiet; the team is noticeably uncomfortable and is expecting you, their leader, to scream and shout about business impact and 3 AREAS WHERE MARKETERS CAN REDUCE THEIR ACTION BIAS Sometimes repeating a good idea is worthwhile Marketers obsess about every detail of their campaign, spending hours defining the audience targeting rules and picking out the perfect image to accompany our meticulously crafted copy. But how can we be confident that these steps are making a difference in our business’ top line? Those that love analytics will suggest using data, running A/B WHY ARE WE WORKING ON THIS? You’re a recent grad from a top engineering school. You come to a hot startup, and in your second week, you volunteer to implement an ambitious new feature. You slave away at it for a week, burning the midnight oil, trying to impress your new colleagues. You’re brilliant: you find an ingenious algo that solves the problem elegantly and with a lot less code than anyone thought was possible. YOUR TEAM JUST SCREWED UP BADLY You’ve been there. Someone on your team just screwed it up. Your production website went down in the middle of the night, it took hours to bring it back up. It’s 10am the next day, you’re at your daily standup, and the culprit is looking down, ashamed and quiet; the team is noticeably uncomfortable and is expecting you, their leader, to scream and shout about business impact andLEAKY CLOUDS
Joel Spolsky has two timeless pieces – Fire and Motion and The Law of Leaky Abstractions that are cornerstones of what I’m about to preach in this post. Please take a moment to read those articles by Joel – they’re almost 10 years old now, but are as relevant as ever. My field, software engineering, is young and filled with changing winds. Client-server! No, web-based!.. Win32! No, PHP GAMING THE INCENTIVES Humans are fantastic at finding holes in incentive systems. Give incentives to retail employees to push an add-on product – and they’ll find a way to do so without increasing your bottom line profits. Incentivize efficient behavior for testers – finding bugs! – and they’ll open millions of stupid, mindless little defects that waste your time. Joel Spolsky says it best: I’m always THE CORE PILLAR THAT DRIVES TECHNOLOGISTS This article is about putting labels on people. If you’re a technologist – a nerd at heart – I’m going to put you into one of three categories. I’ll call them D, T, and P. I’ll explain what they are in the end. D’s like beautiful code. They love complex algorithms, elegant systems, clever hacks. They thrive on discussing design patterns, threading, synchronization. They care WHAT IS THE SINGLE MOST HURTFUL WAY I CAN INTERPRET THIS? Psychology and human relationships are so undervalued in our brainiac, meritocracy culture of technologists. Particularly in software, where there’s a lot of people with vast amounts of intellectual horsepower – and a lot of passion – conflicts arise. Many talented engineers are quite introverted – and socially challenged at the same time; this creates a dangerous mix – we’re often 3 AREAS WHERE MARKETERS CAN REDUCE THEIR ACTION BIAS Sometimes repeating a good idea is worthwhile Marketers obsess about every detail of their campaign, spending hours defining the audience targeting rules and picking out the perfect image to accompany our meticulously crafted copy. But how can we be confident that these steps are making a difference in our business’ top line? Those that love analytics will suggest using data, running A/B HIRE FOR VELOCITY OF LEARNING Let’s say you have an opening on your technology team: An urgent need for engineer that will expand your application written on top of the Spring Framework in Java. You use Puppet for deployment, and Jenkins for managing your builds. So naturally, you craft a job description that says “must know Spring, Jenkins, and Puppet.” You look hard for a perfect dev for the job and find one. She SLAYING THE NETWORK EFFECT DRAGON You have a brilliant idea. There’s just one problem: there’s someone doing something similar, and they’re really entrenched. They command 80% of the market. They have much more capital than you, and a stronger brand. Yet, you believe that you can take them – because the way you solve the problem is better. A famous venture capitalist, Paul Graham once said that a 10% better solution is ENGINEERS DON’T NEED BABYSITTING I’ve recently written about the role of Product Managers in technology organizations. In that article, I looked at what PM’s SHOULD do. I’d like to discuss the subject of one personal pet peeve of mine around what many perceive to be a part of the PM’s role: babysitting engineers. Let’s imagine the following setup: a 10-engineer technology startup. A single product managerALEX WEINSTEIN
Alex Weinstein. Marketing Metrics: How to Calculate ROAS, LTV, and CAC. The founder of the Virgin empire famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals that marketers need to ABOUT ALEX WEINSTEIN Hi there! I’m Alex Weinstein, I’m a passionate entrepreneur, engineer, and marketer. I’m an advisor and a board member for several growth-stage startups. I help each team accelerate their scale-out: marketing measurement and ROI, product org design, engineering roadmap and processes, sales + marketing processes and systems, and hiring. MARKETING METRICS: HOW TO CALCULATE ROAS, LTV, AND CAC Richard Branson, the founder of the Virgin empire, famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals. As an engineer put in charge of marketing, I had the luxury of being able to say “I don’t know anything, can you explain the basics” - that “newcomers mindset WHAT IS THE SINGLE MOST HURTFUL WAY I CAN INTERPRET THIS? Psychology and human relationships are so undervalued in our brainiac, meritocracy culture of technologists. Particularly in software, where there’s a lot of people with vast amounts of intellectual horsepower – and a lot of passion – conflicts arise. Many talented engineers are quite introverted – and socially challenged at the same time; this creates a dangerous mix – we’re often GAMING THE INCENTIVES Humans are fantastic at finding holes in incentive systems. Give incentives to retail employees to push an add-on product – and they’ll find a way to do so without increasing your bottom line profits. Incentivize efficient behavior for testers – finding bugs! – and they’ll open millions of stupid, mindless little defects that waste your time. Joel Spolsky says it best: I’m always WHAT’S THE JOB OF THE GROWTH TEAM, ANYWAY? The route taken by two employees on the growth team was anything but buying ads, their tool set was anything but marketing and their results were beyond anything I ever expected. AVOID THE SEA OF MEDIOCRITY Avoid The Sea of Mediocrity. I recently wrote about motivational issues associated with large teams. In this post, I’d like to explore organizational aspects of this issue. Larry Ellison, the CEO of Oracle, is known for a curious approach to solving problems in the product teams. If he sees a team that’s struggling, he pulls aperson from
3 AREAS WHERE MARKETERS CAN REDUCE THEIR ACTION BIAS Sometimes repeating a good idea is worthwhile Marketers obsess about every detail of their campaign, spending hours defining the audience targeting rules and picking out the perfect image to accompany our meticulously crafted copy. But how can we be confident that these steps are making a difference in our business’ top line? Those that love analytics will suggest using data, running A/B THE WRONG INCENTIVES ARE KILLING YOUR MARKETING CEOs have complained for decades that half of marketing spend is wasted, and we don’t know which half. Despite the move to digital, the massive amount of data that Google and Facebook have collected about each of us and the near-Orwellian AI systems that can automatically pick a face in the crowd, we are close to where we started, with most marketing investment driven by gut. RAGNAR LOTHBROK VS IRA GLASS: THE SPECTRUM OF LEADERSHIP There are two kinds of leaders. One propels the team forward, aggressively tackling every problem. Fighting like hell to push everyone beyond the realm of possibility, exploding the obstacles along the way, motivating everyone with a battle cry and personally demonstrating what it truly means to struggle and win. Another creates emotional safety, an environment of trust and respect, whereALEX WEINSTEIN
Alex Weinstein. Marketing Metrics: How to Calculate ROAS, LTV, and CAC. The founder of the Virgin empire famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals that marketers need to ABOUT ALEX WEINSTEIN Hi there! I’m Alex Weinstein, I’m a passionate entrepreneur, engineer, and marketer. I’m an advisor and a board member for several growth-stage startups. I help each team accelerate their scale-out: marketing measurement and ROI, product org design, engineering roadmap and processes, sales + marketing processes and systems, and hiring. MARKETING METRICS: HOW TO CALCULATE ROAS, LTV, AND CAC Richard Branson, the founder of the Virgin empire, famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals. As an engineer put in charge of marketing, I had the luxury of being able to say “I don’t know anything, can you explain the basics” - that “newcomers mindset WHAT IS THE SINGLE MOST HURTFUL WAY I CAN INTERPRET THIS? Psychology and human relationships are so undervalued in our brainiac, meritocracy culture of technologists. Particularly in software, where there’s a lot of people with vast amounts of intellectual horsepower – and a lot of passion – conflicts arise. Many talented engineers are quite introverted – and socially challenged at the same time; this creates a dangerous mix – we’re often GAMING THE INCENTIVES Humans are fantastic at finding holes in incentive systems. Give incentives to retail employees to push an add-on product – and they’ll find a way to do so without increasing your bottom line profits. Incentivize efficient behavior for testers – finding bugs! – and they’ll open millions of stupid, mindless little defects that waste your time. Joel Spolsky says it best: I’m always WHAT’S THE JOB OF THE GROWTH TEAM, ANYWAY? The route taken by two employees on the growth team was anything but buying ads, their tool set was anything but marketing and their results were beyond anything I ever expected. AVOID THE SEA OF MEDIOCRITY Avoid The Sea of Mediocrity. I recently wrote about motivational issues associated with large teams. In this post, I’d like to explore organizational aspects of this issue. Larry Ellison, the CEO of Oracle, is known for a curious approach to solving problems in the product teams. If he sees a team that’s struggling, he pulls aperson from
3 AREAS WHERE MARKETERS CAN REDUCE THEIR ACTION BIAS Sometimes repeating a good idea is worthwhile Marketers obsess about every detail of their campaign, spending hours defining the audience targeting rules and picking out the perfect image to accompany our meticulously crafted copy. But how can we be confident that these steps are making a difference in our business’ top line? Those that love analytics will suggest using data, running A/B THE WRONG INCENTIVES ARE KILLING YOUR MARKETING CEOs have complained for decades that half of marketing spend is wasted, and we don’t know which half. Despite the move to digital, the massive amount of data that Google and Facebook have collected about each of us and the near-Orwellian AI systems that can automatically pick a face in the crowd, we are close to where we started, with most marketing investment driven by gut. RAGNAR LOTHBROK VS IRA GLASS: THE SPECTRUM OF LEADERSHIP There are two kinds of leaders. One propels the team forward, aggressively tackling every problem. Fighting like hell to push everyone beyond the realm of possibility, exploding the obstacles along the way, motivating everyone with a battle cry and personally demonstrating what it truly means to struggle and win. Another creates emotional safety, an environment of trust and respect, whereBET ON YOURSELF
How comfortable are you with the idea of relinquishing control over something important to you to someone who doesn’t really wish you well? How about relinquishing control over your career? Over your family’s livelihood? Whenever alignment of interests isn’t present at the workplace, that’s exactly what employees are doing – they’re relinquishing control to the manager who has THE DARK SIDE OF A/B TESTING As product designers and marketers, we love the clarity that comes from A/B testing. We have an idea; we implement it; then, we let the customers decide whether it’s good or not by running a controlled experiment. We split the users into unbiased groups and watch one treatment overtake the other in a statistically significant, unbiased sample. Thoroughly impressed by our own analytical rigor GAMING THE INCENTIVES Humans are fantastic at finding holes in incentive systems. Give incentives to retail employees to push an add-on product – and they’ll find a way to do so without increasing your bottom line profits. Incentivize efficient behavior for testers – finding bugs! – and they’ll open millions of stupid, mindless little defects that waste your time. MAY THE ODDS BE EVER IN YOUR FAVOR Founder gets sick due to stress and sleepless nights. Family problems make the founder question why he’s doing a startup at all. A major quarrel breaks up two co-founders. Activities that reduce the chance of these disaster scenarios reduce the variance: Founder takes time to exercise, not sit in front of the computer. GETTING A RETURN FROM AWARENESS MARKETING, OR MEASURING An engineer by training, I’ve always been attracted to problem spaces that offer a feedback loop. Got something right? Observe a metric go up. Want to know which approach your customers like better? Run an A/B test, look at the numbers, clearly see the best path forward. You can make a lot of product and business decisions this way. This approach served me well – until that memorable day PAID APPS MODEL REVISITED Next Machine Learning and Digital Marketing: Melding Human and Machine Previous Are Your Company Values Just Empty Words? TAKE THE JOB WHERE YOU’RE REALLY WANTED I’ve been making this exact mistake for the vast majority of my life. Reading the job description, coming to an interview, listening to what the interviewer wants, and then carefully reciting the story about their dream candidate – me, that is – in a way that makes them feel like I really am the manifestation of the perfect candidateon Earth.
WHAT IS YOUR MARKETING WORTH IF THE PRODUCT ISN'T ALIGNED My story of desperately trying to become a customer of a next-generation Internet provider and what marketers and product managers can learn from this sadly typical experience. RAGNAR LOTHBROK VS IRA GLASS: THE SPECTRUM OF LEADERSHIP There are two kinds of leaders. One propels the team forward, aggressively tackling every problem. Fighting like hell to push everyone beyond the realm of possibility, exploding the obstacles along the way, motivating everyone with a battle cry and personally demonstrating what it truly means to struggle and win. Another creates emotional safety, an environment of trust and respect, where ENGINEERS DON’T NEED BABYSITTING I’ve recently written about the role of Product Managers in technology organizations. In that article, I looked at what PM’s SHOULD do. I’d like to discuss the subject of one personal pet peeve of mine around what many perceive to be a part of the PM’s role: babysitting engineers. Let’s imagine the following setup: a 10-engineer technology startup. A single product managerALEX WEINSTEIN
Alex Weinstein. Marketing Metrics: How to Calculate ROAS, LTV, and CAC. The founder of the Virgin empire famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals that marketers need to ABOUT ALEX WEINSTEIN Hi there! I’m Alex Weinstein, I’m a passionate entrepreneur, engineer, and marketer. I’m an advisor and a board member for several growth-stage startups. I help each team accelerate their scale-out: marketing measurement and ROI, product org design, engineering roadmap and processes, sales + marketing processes and systems, and hiring. MARKETING METRICS: HOW TO CALCULATE ROAS, LTV, AND CAC Richard Branson, the founder of the Virgin empire, famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals. As an engineer put in charge of marketing, I had the luxury of being able to say “I don’t know anything, can you explain the basics” - that “newcomers mindset WHAT IS THE SINGLE MOST HURTFUL WAY I CAN INTERPRET THIS? Psychology and human relationships are so undervalued in our brainiac, meritocracy culture of technologists. Particularly in software, where there’s a lot of people with vast amounts of intellectual horsepower – and a lot of passion – conflicts arise. Many talented engineers are quite introverted – and socially challenged at the same time; this creates a dangerous mix – we’re often GAMING THE INCENTIVES Humans are fantastic at finding holes in incentive systems. Give incentives to retail employees to push an add-on product – and they’ll find a way to do so without increasing your bottom line profits. Incentivize efficient behavior for testers – finding bugs! – and they’ll open millions of stupid, mindless little defects that waste your time. Joel Spolsky says it best: I’m always WHAT’S THE JOB OF THE GROWTH TEAM, ANYWAY? The route taken by two employees on the growth team was anything but buying ads, their tool set was anything but marketing and their results were beyond anything I ever expected. AVOID THE SEA OF MEDIOCRITY Avoid The Sea of Mediocrity. I recently wrote about motivational issues associated with large teams. In this post, I’d like to explore organizational aspects of this issue. Larry Ellison, the CEO of Oracle, is known for a curious approach to solving problems in the product teams. If he sees a team that’s struggling, he pulls aperson from
3 AREAS WHERE MARKETERS CAN REDUCE THEIR ACTION BIAS Sometimes repeating a good idea is worthwhile Marketers obsess about every detail of their campaign, spending hours defining the audience targeting rules and picking out the perfect image to accompany our meticulously crafted copy. But how can we be confident that these steps are making a difference in our business’ top line? Those that love analytics will suggest using data, running A/B THE WRONG INCENTIVES ARE KILLING YOUR MARKETING CEOs have complained for decades that half of marketing spend is wasted, and we don’t know which half. Despite the move to digital, the massive amount of data that Google and Facebook have collected about each of us and the near-Orwellian AI systems that can automatically pick a face in the crowd, we are close to where we started, with most marketing investment driven by gut. RAGNAR LOTHBROK VS IRA GLASS: THE SPECTRUM OF LEADERSHIP There are two kinds of leaders. One propels the team forward, aggressively tackling every problem. Fighting like hell to push everyone beyond the realm of possibility, exploding the obstacles along the way, motivating everyone with a battle cry and personally demonstrating what it truly means to struggle and win. Another creates emotional safety, an environment of trust and respect, whereALEX WEINSTEIN
Alex Weinstein. Marketing Metrics: How to Calculate ROAS, LTV, and CAC. The founder of the Virgin empire famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals that marketers need to ABOUT ALEX WEINSTEIN Hi there! I’m Alex Weinstein, I’m a passionate entrepreneur, engineer, and marketer. I’m an advisor and a board member for several growth-stage startups. I help each team accelerate their scale-out: marketing measurement and ROI, product org design, engineering roadmap and processes, sales + marketing processes and systems, and hiring. MARKETING METRICS: HOW TO CALCULATE ROAS, LTV, AND CAC Richard Branson, the founder of the Virgin empire, famously discovered the difference between “net” and “gross” profit in his 50’s, in the board room. In this blog post, I’ll be talking about similar fundamentals. As an engineer put in charge of marketing, I had the luxury of being able to say “I don’t know anything, can you explain the basics” - that “newcomers mindset WHAT IS THE SINGLE MOST HURTFUL WAY I CAN INTERPRET THIS? Psychology and human relationships are so undervalued in our brainiac, meritocracy culture of technologists. Particularly in software, where there’s a lot of people with vast amounts of intellectual horsepower – and a lot of passion – conflicts arise. Many talented engineers are quite introverted – and socially challenged at the same time; this creates a dangerous mix – we’re often GAMING THE INCENTIVES Humans are fantastic at finding holes in incentive systems. Give incentives to retail employees to push an add-on product – and they’ll find a way to do so without increasing your bottom line profits. Incentivize efficient behavior for testers – finding bugs! – and they’ll open millions of stupid, mindless little defects that waste your time. Joel Spolsky says it best: I’m always WHAT’S THE JOB OF THE GROWTH TEAM, ANYWAY? The route taken by two employees on the growth team was anything but buying ads, their tool set was anything but marketing and their results were beyond anything I ever expected. AVOID THE SEA OF MEDIOCRITY Avoid The Sea of Mediocrity. I recently wrote about motivational issues associated with large teams. In this post, I’d like to explore organizational aspects of this issue. Larry Ellison, the CEO of Oracle, is known for a curious approach to solving problems in the product teams. If he sees a team that’s struggling, he pulls aperson from
3 AREAS WHERE MARKETERS CAN REDUCE THEIR ACTION BIAS Sometimes repeating a good idea is worthwhile Marketers obsess about every detail of their campaign, spending hours defining the audience targeting rules and picking out the perfect image to accompany our meticulously crafted copy. But how can we be confident that these steps are making a difference in our business’ top line? Those that love analytics will suggest using data, running A/B THE WRONG INCENTIVES ARE KILLING YOUR MARKETING CEOs have complained for decades that half of marketing spend is wasted, and we don’t know which half. Despite the move to digital, the massive amount of data that Google and Facebook have collected about each of us and the near-Orwellian AI systems that can automatically pick a face in the crowd, we are close to where we started, with most marketing investment driven by gut. RAGNAR LOTHBROK VS IRA GLASS: THE SPECTRUM OF LEADERSHIP There are two kinds of leaders. One propels the team forward, aggressively tackling every problem. Fighting like hell to push everyone beyond the realm of possibility, exploding the obstacles along the way, motivating everyone with a battle cry and personally demonstrating what it truly means to struggle and win. Another creates emotional safety, an environment of trust and respect, whereBET ON YOURSELF
How comfortable are you with the idea of relinquishing control over something important to you to someone who doesn’t really wish you well? How about relinquishing control over your career? Over your family’s livelihood? Whenever alignment of interests isn’t present at the workplace, that’s exactly what employees are doing – they’re relinquishing control to the manager who has THE DARK SIDE OF A/B TESTING As product designers and marketers, we love the clarity that comes from A/B testing. We have an idea; we implement it; then, we let the customers decide whether it’s good or not by running a controlled experiment. We split the users into unbiased groups and watch one treatment overtake the other in a statistically significant, unbiased sample. Thoroughly impressed by our own analytical rigor GAMING THE INCENTIVES Humans are fantastic at finding holes in incentive systems. Give incentives to retail employees to push an add-on product – and they’ll find a way to do so without increasing your bottom line profits. Incentivize efficient behavior for testers – finding bugs! – and they’ll open millions of stupid, mindless little defects that waste your time. MAY THE ODDS BE EVER IN YOUR FAVOR Founder gets sick due to stress and sleepless nights. Family problems make the founder question why he’s doing a startup at all. A major quarrel breaks up two co-founders. Activities that reduce the chance of these disaster scenarios reduce the variance: Founder takes time to exercise, not sit in front of the computer. GETTING A RETURN FROM AWARENESS MARKETING, OR MEASURING An engineer by training, I’ve always been attracted to problem spaces that offer a feedback loop. Got something right? Observe a metric go up. Want to know which approach your customers like better? Run an A/B test, look at the numbers, clearly see the best path forward. You can make a lot of product and business decisions this way. This approach served me well – until that memorable day PAID APPS MODEL REVISITED Next Machine Learning and Digital Marketing: Melding Human and Machine Previous Are Your Company Values Just Empty Words? TAKE THE JOB WHERE YOU’RE REALLY WANTED I’ve been making this exact mistake for the vast majority of my life. Reading the job description, coming to an interview, listening to what the interviewer wants, and then carefully reciting the story about their dream candidate – me, that is – in a way that makes them feel like I really am the manifestation of the perfect candidateon Earth.
WHAT IS YOUR MARKETING WORTH IF THE PRODUCT ISN'T ALIGNED My story of desperately trying to become a customer of a next-generation Internet provider and what marketers and product managers can learn from this sadly typical experience. RAGNAR LOTHBROK VS IRA GLASS: THE SPECTRUM OF LEADERSHIP There are two kinds of leaders. One propels the team forward, aggressively tackling every problem. Fighting like hell to push everyone beyond the realm of possibility, exploding the obstacles along the way, motivating everyone with a battle cry and personally demonstrating what it truly means to struggle and win. Another creates emotional safety, an environment of trust and respect, where ENGINEERS DON’T NEED BABYSITTING I’ve recently written about the role of Product Managers in technology organizations. In that article, I looked at what PM’s SHOULD do. I’d like to discuss the subject of one personal pet peeve of mine around what many perceive to be a part of the PM’s role: babysitting engineers. Let’s imagine the following setup: a 10-engineer technology startup. A single product managerSkip to content
ALEX WEINSTEIN
On Growth, Tech, and Leadership MARKETERS, STOP TRYING TO BE THE LOUDEST VOICE IN THE ROOM In a timeless 1970s book “Influence _,”_ Robert Cialdini speaks of a hard-wired human behavior that drives a lot of our actions: reciprocity. It’s the principle that makes us want to give something back to someone who’s been kind and helpful to us. There’s an obvious evolutionary explanation: Imagine taking turns standing guard at night for wild animals. You won’t sleep well if you don’t trust that the other guy has your best interest in mind. Those that break the trust are naturally selected against – kicked out of the tribe or eaten. As a result, most modern humans are what Adam Grant calls “matchers” in his book “Give and Take .” They are those who want to give back as much as they’ve received – that is, match what was given to them. This desire is subconscious, uncontrollable and quite fundamental to the social glue that underpins modern society. Continue reading “Marketers, Stop Trying To Be The Loudest Voice InThe Room”
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October 9,
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comment on Marketers, Stop Trying To Be The Loudest Voice In The Room STRONG BELIEFS, HELD LOOSELY As people managers, we often talk about creating an environment where each employee “feels like an owner.” We give out stock options, talk about aligned destiny (we all sink together or rise together in this startup!) and hire people who want to control their ownfuture.
We accept the idea of ownership as an unbiased, pure virtue; as if a team filled with an ownership mindset is an invulnerable hero in shining armor, destined to slay the awful odds of rampant startup failure. We’ve grown up on leadership books describing olden-age corporations filled with “drones,” disengaged employees who are clocking it in, present only for a paycheck and working just enough to not get fired. Surely, the opposite must be a good thing? Is it that simple or can we hold the idea of ownership too tightly to our chests and become infatuated with the concept? The lack of balance can make us succumb to the dark side of ownership. Let’s explore what this looks like, so as to not fall into it. Continue reading “Strong beliefs, held loosely”Posted byalex94040
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beliefs, held loosely RAGNAR LOTHBROK VS IRA GLASS: THE SPECTRUM OF LEADERSHIP There are two kinds of leaders. One propels the team forward, aggressively tackling every problem. Fighting like hell to push everyone beyond the realm of possibility, exploding the obstacles along the way, motivating everyone with a battle cry and personally demonstrating what it truly means tostruggle and win.
Another creates emotional safety, an environment of trust and respect, where every team member feels supported and engaged. Serves the team, multiplying their output through behind-the-scenes work. Cheering them on while they’re down, believing in their ability to persevere – as, let’s face it, there are a lot more downs than ups along theway.
Continue reading “Ragnar Lothbrok vs Ira Glass: The Spectrum ofLeadership”
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Ragnar Lothbrok vs Ira Glass: The Spectrum of Leadership THE WRONG INCENTIVES ARE KILLING YOUR MARKETING CEOs have complained for decadesthat
half of marketing spend is wasted, and we don’t know which half. Despite the move to digital, the massive amount of datathat
Google and Facebook have collected about each of us and the near-Orwellian AI systems that can automatically pick a face in the crowd, we are close to where we started,
with most marketing investment driven by gut. Why? Aren’t machines supposed to be doing our jobs by now, 10 timesmore effectively?..
Continue reading “The Wrong Incentives Are Killing Your Marketing”Posted byalex94040
June 8, 2019June 8,
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1 Comment on The Wrong Incentives Are Killing Your Marketing INCREMENTALITY IN MARKETING: HOW TO BE CONFIDENT IN YOUR ROI (VIDEO) I was at the MAU conference this year, discussing the topics of measurement and incrementality. How can you confidently tell whether the money you’re spending on marketing is bringing incremental customers or orders – those that wouldn’t have come anyway, without all your marketing hoopla?Posted byalex94040
May 18, 2019May 18,
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Incrementality in Marketing: How to Be Confident in Your ROI (video) MARKETERS, YOUR CFO IS YOUR ALLY, NOT YOUR ENEMY Many marketers have chosen our profession because we love the creative aspect of our work. We worship the brilliant campaignsof our
colleagues, those that are remembered years later. We are constantly looking for an authentic, culturally relevant angle that pulls on heartstrings and creates an emotional connection that transcends the cold, transactional nature of commerce. For me, the one campaign that particularly stands out is the 2010 “Wear Your Seatbelt ” campaign from Sussex Safer Roads, which aired in the United Kingdom. I still get misty-eyed every time I go back to it, and it certainly made me change my car-safety habits. With the mission to connect with customers and prospects on a very human, emotional level, marketers often believe the finance group to be their “natural enemy.” How many times have you heard, or said, “They just don’t get it. Not everything that counts can be counted!” Or even, “These glorified accountants are trying to measure every little aspect of creative activity, driving short-termism and dooming the company to the sea of mediocrity!” Continue reading “Marketers, Your CFO Is Your Ally, Not YourEnemy”
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on Marketers, Your CFO Is Your Ally, Not Your Enemy INTERVIEW: GRUBHUB FOCUSES ON RESTAURANT PARTNERSHIP FOR PROFITABLEGROWTH
Thanks to Cheddar
and Nora Ali for having me!Posted byalex94040
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on Interview: Grubhub Focuses on Restaurant Partnership for ProfitableGrowth
THE DARK SIDE OF A/B TESTING – AVOIDING THE PITFALLS As product designers and marketers, we love the clarity that comes from A/B testing. We have an idea; we implement it; then, we let the customers decide whether it’s good or not by running a controlled experiment. We split the users into unbiased groups and watch one treatment overtake the other in a statistically significant, unbiasedsample.
Thoroughly impressed by our own analytical rigor, we then scale up the winning treatment and move on. You guessed it: I’m about to poke holes in one of the most sacred practices in tech, A/B testing. Continue reading “The Dark Side of A/B Testing – Avoiding thePitfalls”
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April 15, 2019
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An engineer by training, I’ve always been attracted to problem spaces that offer a feedback loop. Got something right? Observe a metric go up. Want to know which approach your customers like better? Run an A/B test, look at the numbers, clearly see the best path forward. You can make a lot of product and business decisions thisway.
This approach served me well – until that memorable day. The day I was the one responsible for acquiring new customers. A hundred years of marketing wisdom tells us that multiple exposures are required to have someone buy from a brand for the first time. And yet, there’s so little science in determining the optimal media mix to actuallydrive sales.
Continue reading “Getting a Return from Awareness Marketing, or Measuring the Immeasurable”Posted byalex94040
May 19, 2018
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Getting a Return from Awareness Marketing, or Measuring theImmeasurable
HAVING OTHERS WANT TO FOLLOW YOUI
was lucky to work for a wise man who taught me the best definition of leadership that I know of: BEING A LEADER MEANS THAT OTHERS WANT TO FOLLOW YOU.Want.
Want, as in, they see something in you that makes them believe in you, in the words that are yet to come out of your mouth – only becausethey are yours.
Want, as in, voluntarily come to you asking for advice. Want, as in, trusting your intuition with no explanation necessary. Somewhat fanatical, a bit primal, it’s akin to blind trust – something that doesn’t usually happen at the workplace. Continue reading “Having Others Want to Follow You”Posted byalex94040
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on Having Others Want to Follow You INCREMENTALITY IN MARKETING, OR MARKETING ECONOMICS 101 It’s easy to grow a consumer business: attract new customers, increase your sales. Just give your prospects money. That’s right, get on top of a nearby building and scream “Anyone want money? Take some of my money! I’ll pay for your first 5 purchases from me! And give you a $50 gift card!..” What, you’re not compelled to try this?.. Good. You’re thinking about profitability – acquiring customers in a way that actually allows you to have a sustainable business instead of just burning yourinvestors’ money.
And yet, the approach of giving prospects money so that they become customers is surprisingly common. Humans are amazing at optimizing for the goal that’s set for them; the CEO asked for new customers? Great, we’ll give each consumer $20 to give our product a shot!.. An obvious constraint must be added here, a profitability constraint. If we give a customer $20, we better be sure that in the time horizon we deem appropriate, we are going to get $20 back in profit from this customer. That is, that the long-term value (LTV) of this customer is equal to the cost of acquiring this customer. Continue reading “Incrementality in Marketing, or MarketingEconomics 101”
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April 24, 2018
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on Incrementality in Marketing, or Marketing Economics 101AND SO IT BEGINS!
One-way ticket to Chicago for Monday… Very excited to join Grubhubnext week!
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May 12, 2017
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on And so it begins! END OF MY EBAY CHAPTER _This is a copy of an email I sent to my colleagues at eBay._ My chapter at eBay is coming to an end. These past 3 years have been such a privilege for me – thank you so much for putting your trust in me. I’m proud and humbled by people that worked by my side – persistent, creative, bold. I’ve learned so much from you. When I look back, I remember the days when CRM at eBay was just forming – with a myriad of uncoordinated campaigns and lots of technical debt, all we had was determination, grit, and a vision. We have achieved tremendous results since those days: we’ve grown Marketing by double digits each year – and found the balance between human and machine. Today, peers from Uber, LinkedIn, and Airbnb say that eBay has one of the top 3 Marketing platforms on the planet – both in terms of customer experience and technological sophistication. I know that in the coming years, you will take it even further. Continue reading “End of my eBay Chapter”Posted byalex94040
May 7, 2017
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on End of my eBay Chapter EMARKETER INTERVIEW: EBAY CRM SYSTEMS So glad to get more coverage for the team and the personalization work we’ve been doing at eBay. eMarketer interview: eBay Incorporates Machine Learning to Overhaul Email Marketing PlatformPosted byalex94040
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on eMarketer Interview: eBay CRM Systems EMAIL MARKETING SECRETS FROM UBER, EBAY, AND REI Proud to see external validation of our CRM and personalization approaches in email: http://marketingland.com/3-brands-email-marketing-right-211020Posted byalex94040
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on Email Marketing Secrets from Uber, eBay, and REI CRM AND PERSONALIZATION: EMAIL TECH IS NOW AD TECH eBay has come a long wayin our CRM
and
email marketing in the past two years. Personalization is a relatively easy task when you’re dealing with just one region and one vertical and a hundred thousand customers. With 167M active buyers across the globe, eBay’s journey to help each of our buyers find their version of perfect was quite complex. Like many in our industry, we’ve had to deal with legacy systems, scalability, and engineering resource constraints. And yet, we’ve made email marketing a point of pride — instead of the “check mark” that we started from. Here’s our story. Continue reading “CRM and Personalization: Email Tech Is Now AdTech”
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March 30, 2017
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on CRM and Personalization: Email Tech Is Now Ad Tech CRM AND PERSONALIZATION AT EBAY – INTERVIEW Here’s the Information Week interview about the CRM and personalization system my team built at eBay.Posted byalex94040
December 15, 2016
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on CRM and Personalization at eBay – Interview MAY THE ODDS BE EVER IN YOUR FAVORIn
life as in work, we’re constantly dealing with uncertainty. As parents, employees, leaders, we look at the future and estimate the odds: what’s the chance that our teenage son will do drugs? What’s the chance that this system’s load will exceed what we designed it for? How likely is this risky investment to result in a huge competitive advantage? We estimate these chances, and some of us are better than others; we look at the data, ask for advice, look for prior examples. We are hard-wired to estimate the chances – and to over-value potential loss over potential gain,
and over-value action over allowing things to proceed on their own. The best
of us identify their built-in biases and adjust their decision-making accordingly, but even they can’t avoid the “sacred geometry of chance.“ Continue reading “May the Odds Be Ever in Your Favor”Posted byalex94040
February 15, 2016
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on May the Odds Be Ever in Your Favor IF YOUR TEAM ISN’T ON-TRACK, TRY THIS The most concise, truly beautiful definition of leadership I’ve heard is “having others WANT to follow you.” This definition means two things 1) that you’re actually moving somewhere, not standing still and 2) that others are convinced, not coerced, into going along. There are so many leadership books out there, some talking about vision, some about audacity, some about authenticity. Advice is often mysterious and convoluted — we hear of “executive maturity” (perfectly ambiguous excuse to keep the outsiders away) and of “situational leadership” (sorry, there are no best practices … every situation is different). Continue reading “If your team isn’t on-track, try this”Posted byalex94040
November 5, 2015
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on If your team isn’t on-track, try this YOUR TEAM JUST SCREWED UP BADLY — HERE’S WHAT YOU DO NEXTYou’ve
been there. Someone on your team just screwed it up. Your production website went down in the middle of the night, it took hours to bring it back up. It’s 10am the next day, you’re at your daily standup, and the culprit is looking down, ashamed and quiet; the team is noticeably uncomfortable and is expecting you, their leader, to scream and shout about business impact and accountability and how bad thisall is.
You’re upset. The outage already cost your group some reputation — you’re seeing tweets and a message from the investor, and you have no idea how something this dumb could have been overlooked. You can allow your emotions to take over. You can do the screaming, you can shame the perpetrator, who will undoubtedly remember this occasion and probably won’t make a mistake of this kind again. You will scare others at the standup enough for them to be afraid of their own shadow for the next week. Or you can take a breath. And ask yourself. Continue reading “Your team just screwed up badly — here’s what you do next”Posted byalex94040
October 11, 2015
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Your team just screwed up badly — here’s what you do nextPOSTS NAVIGATION
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