The Current Podcast

The reservation platform Resy centers itself around the communal experience that comes from dining, affirming and building connection between restaurants and diners, according to CMO Hannah Kelly.

Episode Transcript

Please note, this transcript may contain minor inconsistencies compared to the episode audio.

[00:00:00] Damian: I'm Damian Fowler.

[00:00:01] Ilyse: And I'm Ilyse Liffreing

[00:00:02] Damian: welcome to this edition of The Current Podcast.

[00:00:05] Ilyse: This week, we're delighted to talk with Hannah Kelly, the CMO of Resy.

[00:00:09] Damian: Want to make a restaurant reservation? American Express owned Resy is there for you. With over 40 million global users, the app has driven over 600 million reservations. Now that's a lot of fine dining, I imagine.

[00:00:23] Ilyse: With almost 14 years of working at American Express under her belt, Hannah leads marketing efforts to connect restaurants and tastemakers.

[00:00:31] Damian: We start off by talking about the value of customer data and how insights inform Resy's marketing strategy.

[00:00:38] Damian: We work in an industry where, data is capital. You know, how does Resy rely on the customer data, especially from its parent company, American Express?

[00:00:47] Hannah: Sure. So thank you so much for having me. And you could argue that the premise of the Resyacquisition was based on American Express's deep use of data. So when we look at spend at American Express, dining one [00:01:00] of our highest spend categories. We reached 100 billion in spend for the full year in 2023 for the first time ever.

[00:01:06] So for us, being an American Express and in the business of membership, we are constantly looking for ways to engage and attract card members and deepen our relationships with merchants. Resy naturally presented that opportunity as a way for us to own an asset, own a brand, and build a community of being able to connect the world's best restaurants to the world's best diners on a proprietary basis.

[00:01:28] Damian: That makes a lot of sense. I, as an Amex owner, do spend a lot in restaurants. I wonder if you have any interesting stories around turning those insights into action.

[00:01:38] Hannah: Sure. So, We know that millennials and Gen Z's are worried about making the perfect reservation. In fact, we commissioned our own research and we found that 50 percent of the millennial and Gen Z population are worried about making the perfect reservation.

[00:01:52] And so with that, that drove three sort of primary objectives and campaigns for us. So first is our brand platform. we launched a brand platform in [00:02:00] 2023 called Reservationships, which is really meant to highlight how that Resy is more than reservations, really being that trusted partner in crime when you don't know where to go.

[00:02:09] You want to have that fine dining moment with your potential in laws to be with a new date. How can we really own the fact that Resy has served as that sort of curator, and role. I think the second piece has been, this past year we introduced our Resy shareable hit list. so what that function allows you to do in the iOS app is anyone can go in and create a list based on any title that you want.

[00:02:31] Go to date nights. Kid friendly places. You name it. We have some very creative takes in there. and you can share them out with friends. So again, it's really meant to give users the confidence that they are selecting and making the best reservation possible for them.

[00:02:48] Hannah: And we've extended that and really leaned into that a bit more with our third deliverable this year, which has been around the launch of our discover tab.

[00:02:54] So now when you go into the Resy app, you not just only see a list of restaurants based [00:03:00] on your location or cities. We've always had collections, but now our discover tab actually brings in all of our editorial content into the app. And just for reference in Q one of 2024, we highlighted over 000 plus restaurants in all of our editorial across 300 stories.

[00:03:17] So now all of that content is there in formats that can helpfully guide users on how they can connect with restaurants that they should love if they don't know them already and ones that they want to continue to celebrate their love for and be a patron of.

[00:03:28] Ilyse: You know, retail data continues to have a moment among marketers. In your experience, how much do these insights influence your strategy? And what do you think is the future of this type of data?

[00:03:42] Hannah: So I think for us, guest research is the number one place that we constantly look to. And for us, a lot of that is where are people notifying, where are people searching, where are people dining. And at American Express, we're able to see where our car...

Wayfair Head of Brand Marketing Kara O’Brien joins The Current Podcast to discuss blending the in-store and digital shopping experience.

Please note, this transcript may contain minor inconsistencies compared to the episode audio.

[00:00:00] Damian: I'm Damian

[00:00:00] Ilyse: I'm Ilyse Liffreing

[00:00:02] Ilyse: And welcome to this edition of The Current Podcast.

[00:00:05] Damian: This week, we're delighted to talk with Kara O'Brien, Head of Brand Marketing and Analytics at Wayfair.

[00:00:11] Ilyse: For years, Wayfair has been an online one stop shop for people looking for everything from beds to couches to kitchen appliances. In fact, for those browsing home goods, the choices often seem endless.

[00:00:23] Damian: I know, because I've spent many long hours looking for the perfect bathroom cabinet to fit into my tiny New York apartment. But seriously though, one of the big draws for Wayfair has always been its reasonable prices for its products.

[00:00:35] Ilyse: Wayfair is famous as an e commerce platform, but now that's changing. In May, the company opened its first brick and mortar store. start by asking Kara about why the company made this move.

[00:00:47] Ilyse: First, I believe congratulations are in order because Wayfair opened its first brick and mortar store back in May.

[00:00:54] So, why don't you walk us through the decision to make the leap into a physical storefront?[00:01:00]

[00:01:00] Kara: Absolutely We are so excited about this milestone. It's something that's been a long time coming. I personally have been at Wayfair for 10 years, and it has been one of the peak moments of my time there to see our brand come to life physically. so why now? I mean, our ethos has always been to deliver the best possible experience for our customer, and now we want to really be able to do it however they shop and however they choose to shop.

[00:01:24] And so to be able to bring the It's a product to the customer. Let them see it in person, help guide them through the purchasing process. It's it makes a ton of sense. And, consumer demand has shifted so much during and since the pandemic, there was, pretty strong move to buying these more considered purchases online when people had no option to go in store.

[00:01:46] But, now we're seeing the pendulum swing back and the consumer preference is to have a mix, to have a balance, to be able to see things in person, but have the convenience of being able to shop and research from home.

[00:01:57] Ilyse: Yes, now I know I'm, I have an apartment in New York and i've spent too many hours on Wayfair, probably.

[00:02:03] Kara: - love to hear that.

[00:02:04] Ilyse: but why did you land on Wilmette, Illinois for this touch point? And how are you bringing the brand to life in store?

[00:02:12] Kara: Yeah, to start with Wilmette, I think there's two big considerations that ended up there. one is convenience. And so we really want to make shopping for your home as easy as possible. It's a process. It's something that's so important to so many people.

[00:02:25] And so we don't want the process itself to feel onerous. And so for us, we had found this wonderful space. It's in a revitalized shopping center. It's surrounded by suburbs with lots of young families who are really kind of our core customer. And then the access to the broader Chicagoland, uh, area was fantastic.

[00:02:45] So that's always been a strong market for us. But more on the business side, it's, It's very well positioned within our logistics network, and to kind of come back to that idea of convenience, we can ship products to, directly to customers home instead of trying to fit something [00:03:00] large and bulky in the back of your trunk.

[00:03:02] And so we're able to do that fast, free, easy, when they've seen something in store or if they've explored beyond.

[00:03:10] Ilyse: mortars follow or?

[00:03:12] Kara: I think that's the idea eventually, but I think one thing we're really trying to do is learn at being an e commerce company. First, there's so much one way conversation that you have with the customer through your marketing, through your site. This is an opportunity to have that two way conversation.

[00:03:28] And, we recognize we're new to the space. We're going to learn a ton and hopefully be able to apply that

[00:03:34] Ilyse: what

[00:03:34] Damian: to what extent does the physical store help build the brand perception? And I know you sort of touched on that, but what I'm interested in is, it's known as an e commerce platform, and here you are now building out a physical store.

[00:03:46] So What does that do? How does that help?

[00:03:49] Kara: Yeah, well, I think it's rooted in who we were as an e commerce company, right? We have so many different types of products. We h...

Polaris’ Chief Customer Growth Officer talks with The Current Podcast about how many of the company’s customers are multicultural and have preferred style over performance.

Episode Transcript

Please note, this transcript may contain minor inconsistencies compared to the episode audio.

[00:00:59] Damian: I'm [00:01:00] Damian ​Fowler.

[00:01:05] Ilyse: And I'm Ilyse Liffreing. And

[00:01:07] Damian: welcome to this edition of The Current Podcast.

[00:01:09] Ilyse: This week, we're delighted to talk with Pam Kermisch, the Chief Customer Growth Officer at Polaris.

[00:01:15] Damian: Polaris was founded 70 years ago with the invention of the early snowmobile in 1954. Polaris takes its name after the North Star, and it's meant to reflect the location of the company's first headquarters in northern Minnesota.

[00:01:34] Ilyse: These days, Polaris is the global industry leader in power sports. Offering everything from Indian motorcycles to its off road racers. And all the accessories that go with them.

[00:01:44] Damian: During the pandemic, the brands saw a surge of interest in its vehicles as people embraced outdoor activity. Although it started out as a specialized brand, it continues to build on its popularity through its marketing campaign. Think outside.

[00:02:03] Pam: Back in 1954, two brothers and a best friend decided they way, faster to get to their location. And they literally strapped a motor to the back of a sled and created the first snowmobile. It was ingenuity at its best.

[00:02:20] And when I think about Polaris today, We have recreational vehicles. We have motorcycles. We have off road vehicles. We have boats. We also have utility vehicles that help people do work smarter. And at the end of the day, it's really about getting people outside and helping to have a better way to do things, whether it's working smarter or on the recreational side, having the most epic experiences with your friends and family.

[00:02:47] Ilyse: Very nice. Now in 2019, the brand actually underwent a new rebranding with a new Think Outside campaign.

[00:02:56] Ilyse: I read that there is a goal to basically grow the base [00:03:00] by 50 percent by tapping into your existing base and finding new customers as well. What was your strategy around that and how has it played out to this point?

[00:03:11] Pam: Yes. So in 2019, We really took a look at talking to our existing customers, talking to potential intenders of our brands and talking to people we thought might be interested in what we offer. And we did some great consumer research. And what we learned is at the heart of it, we tapped into what they really care about.

[00:03:35] And what we found is what our current existing owners care about. More people could care about. We just had to find the right people. We had to reach out to them. We had to show them how this could fit into their lives and introduce them to our brand. And it's really been a huge effort the past few years. To find the right people and show them how this could fit in with what they already do and make it better. And on top of bringing in more new customers, it's also bringing in new people that look a little different than our core customers.

[00:04:11] Damian: Very interesting, because when you think what sell in a way, kind of very specialized, I don't know whether I'd it niche.

[00:04:22] Pam: you know, I think when you look at household penetration off road vehicles, for example, household - So you're right. It's not something where it's 70, 80, 90 percent of the market has one of these. But what I will say is if you think about some of the audiences. We do attract people love outdoor recreation. love being outside. They love adventure. They might do camping, they might do hiking, they might do fishing. We also think about the people who do property maintenance They're farmers, they're ranchers, They're hunters. So, when you think about those populations, they are much more likely to buy our products. But if you look at the penetration even within those, We don't have 80 90 percent of hunters, so there's still so much penetration opportunity within people who do the activities where it seems like they would really benefit from something that we could offer them.

[00:05:26] Damian: Was there a moment when you realized there was the potential to expand the audience? That's so interesting to me and I wonder how you found that opportunity.

[00:05:40] Pam: So I'm kind of a nerd, self admittedly kind of a nerd. And I really think that CRM and data and analytics played a huge role in this journe...

ADT’s EVP and CMO DeLu Jackson joins The Current Podcast to discuss how the company’s partnership with Major League Baseball’s Miami Marlins reinforces the impact of live sports. Jackson also touches on why the marketing funnel isn’t so much a funnel anymore as it is an “infinity loop.”

Episode Transcript

Please note, this transcript may contain minor inconsistencies compared to the episode audio.

[00:00:00] Damian: I'm Damian Fowler.

[00:00:02] Ilyse: And I'm Ilyse Liffering. And

[00:00:03] Damian: welcome to this edition of The Current Podcast.

[00:00:06] Ilyse: This week, we're delighted to talk with DeLu Jackson, EVP and CMO of ADT. [00:00:12] Damian: The home security's brand synonymous with its blue octagon logo, seen on front lawns and in windows across the United States, is turning 150 years old this August.

[00:00:28] In all those years, ADT has seen its customers needs fluctuate, technology has given more power to individuals, and the inconsistent housing market is turning out more renters than owners.

[00:00:40] Damian: Delu starts out by telling us what messaging the brand is leaning into as it reaches a new milestone

[00:00:49] Ilyse: DeLu, ADT is celebrating its 150th birthday in August. That little blue hexagon basically has been known for a long time and signs in front of front [00:01:00] yards and windows across America.

[00:01:02] How has the brand continued to evolve and how is the brand leaning into new messaging?

[00:01:15] DeLu: you know, monumental 150th birthday. And for us, that's a really great testament as much to all the things we've accomplished in that 150 years. But more importantly, what it means for the next 150 years, because all of that's been driven by a consistent commitment to innovation, insecurity, safety and now even smart home.

[00:01:38] So it's been the evolution of the definition of what it means to be safe, protected and connected. and for all of our history, we've been focused on making sure that we're the leader and providing that to our, customers.

[00:01:54] Ilyse: and I understand there's even like a new campaign coming out soon?

[00:01:57] DeLu: Oh, yeah. So part of this [00:02:00] innovation and this even history of it is recognizing that from our consumers always that, every second counts, right? That when we think about what we're doing, there's this tension between, living your life to the fullest

[00:02:14] and having the opportunity to travel and do amazing things because the things that you care about are protected.

[00:02:21] And so this idea that when every second counts, you can count on ADT and really always have is really exciting for us,

[00:02:29] internally And externally.

[00:02:31] It's such a Great manifestation of what we've always been and what we aspire to provide, going forward.

[00:02:40] Ilyse: On that note, I remember even like five years ago I wrote a piece for Ad Age about how the brand underwent a marketing transformation to drive the message home that ADT is much more than a home security provider. With your smart home integration and your mobile security options for small and large businesses.[00:03:00]

[00:03:00] How has that, moved the needle forward.

[00:03:02] What would you say is the perception of the brand today?

[00:03:05] DeLu: say the perceptions continue to evolve and I'd say that the one great thing is that the foundational relevance of safety and security are still super high for so many consumers. It's what they need. And as the space has evolved to be more smart home and connected devices and, video and cameras, we've continued to provide that and customers are programming and our messaging have continued to reinforce that. with partnerships and with our continued platform innovation to provide those capabilities. So it's been a big part of our continued innovation and commitment to innovation for safety and security.

[00:03:46] Damian: One of the things that's really interesting to me is your approach to ads in the campaigns that you launch. and I know that in 2023 switched from sort of more fearful or scary approach to a humorous [00:04:00] one. And I'm just wondering, you mentioned that tension between living your life to the fullest and also looking after things that matter.

[00:04:06] Could you talk a little bit about that tension and how it informs

[00:04:10] your

[00:04:10] campaigns.

[00:04:11] DeLu: I think it's really a really important one that we called the FUD or fear, uncertainty and doubt. And the YOLO, you only live once, and that's always been the tension th...

Chief Marketing Officer Kory Marchisotto joins The Current Podcast to discuss why the makeup brand e.l.f. Beauty decided to air a Super Bowl ad, and why other female-driven brands are missing out.

Episode Transcript

Please note, this transcript may contain minor inconsistencies compared to the episode audio.

[00:00:00] Damian: I'm Damian Fowler.

[00:00:01] Ilyse: And I'm Ilyse Liffreing

[00:00:02] Damian: welcome to this edition of The Current Podcast.

[00:00:05] Ilyse: This week, we're delighted to talk with Kory Marchisotto, the Chief Marketing Officer at e.l.f. Beauty.

[00:00:11] Damian: Now maybe I'm the only one here, but I didn't realize that the word elf stands for eyes, lips and face. The brand was launched in 2004 and it filled a gap in the marketplace for inexpensive, high quality cosmetics.

[00:00:26] Ilyse: Twenty years later, and e.l.f. has become a powerhouse brand. It went public in 2016, and since then has seen spectacular growth. Its sales soared last year, driven by retail channels and some seriously buzzy marketing.

[00:00:42] Damian: We started by asking Kory, what gives the e.l.f. brand the edge in this very competitive marketplace?

[00:00:50] Damian: So Kory, how do you think of the e.l.f. brand in this very competitive field? And what's your competitive advantage as it were?

[00:00:58] Kory: I like to think about [00:01:00] e.l.f. as a brand of the people, by the people, for the people, created with the people. And for that to be true, we need to be totally in tune and have our finger on the pulse of what the people want, what they like, what are their unique needs, wants, and desires. So we really think about ourselves as stewards of our community's vision of e.l.f.

[00:01:22] And that's a very unique place to be standing. How much value and emphasis we put on that community. They're, citizens of the brand. They have a vote, they have a seat at every table, and that is by definition, a very unique competitive advantage.,

[00:01:41] Damian: speaking of competitive advantage, you've had tremendous, stupendous growth over the last five years. And I'm just curious to hear from you, what is supercharging this?

[00:01:51] Kory: Over the last five years, we've grown our stock price. 1, 567 percent to be exact, [00:02:00] making us the number one performing stock on the New York Stock Exchange out of 1, 600. and 15 companies. So I think that definitely deserves your tremendous stupendous.

[00:02:11] Damian: Okay, that's good. That's good. And what do you think, if you had to put your finger on two or three factors, what is it that is driving this upward, curve, as it were?

[00:02:24] Kory: There's quite a few things and in the essence of time, I'll distill it to the three I think are most important. But for your audience, I think it's really important to go back to the beginning to understand the ethos of the brand, because it's the ethos that powers the purpose that powers the people, That power the performance.

[00:02:42] So if you go back to the origins of elf in 2004, let's remember at this time Facebook hadn't launched yet. iPhones don't exist. Imagine this. Can you wrap your heads around that?

[00:02:56] And So so we're back in the dark ages folks [00:03:00] and our founders dreamt up the impossible and made it happen. So they had this crazy idea that they could create premium quality cosmetics And sell it for one dollar over the internet.

[00:03:13] So everybody told them, first and foremost, you cannot create premium quality cosmetics and sell it for a dollar. That's impossible. Second, you certainly can't sell color cosmetics over the internet. And third, even if you figure it out how to do number one and number two, you'll never make this a profitable business.

[00:03:30] And aren't we glad that our founders disrupted from day one. So they have this renegade spirit, this bias for action, this quest to do the impossible.

[00:03:42] One is our core value proposition, our very unique ability to deliver premium quality cosmetics at a jaw dropping value. The second is our powerhouse innovation,

[00:03:55] And then the third is our disruptive marketing engine.

[00:03:58] So our core value, [00:04:00] proposition, our powerhouse innovation and our disruptive marketing engine are definitely the drivers of our last 20 consecutive quarters of growth.

[00:04:08]

[00:04:09] Ilyse: I'm curious about your out of box marketing because you guys are known for that. You really are. how did you cultivate this approach when you came on board as cMO?

[00:04:20] Kory: at that time, there were some major shifts happening in the company.

[00:04:25] So, Every company goes through various stages of growth, especially in a 20 year history. And the stage that I had walked into was a transformation from investing in...