February 25, 2025 • 50 mins
In this episode of The Unstoppable Marketer podcast, hosts Mark and Trevor discuss maximizing key moments of seasonality in marketing and the importance of visually demonstrating product features. They analyze Yeti's successful advertising strategy, which showcases product durability through extreme stress tests. They emphasize the need for brands to visually demonstrate their value propositions rather than simply stating them, using Yeti's polar bear and drop test ads as examples.
Please connect with Trevor on social media. You can find him anywhere @thetrevorcrump
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Most companies assume people know yeah, well, they
know, that's what we do.
Speaker 2 (00:04):
Yeah.
Speaker 1 (00:04):
Like maybe you think they know, but don't stop
assuming what you think yourcustomers or potential customers
might know, because you are notyour customer anymore.
Right, like once you're in abrand long enough, you think
you're the customer and you'renot.
Yeah, like you already knoweverything about the company,
but most people don't.
Speaker 2 (00:21):
Yo, what's going on everybody?
Welcome to the UnstoppableMarketer Podcast.
With me, as always, is MarkGoldhart.
Mark, how are you doing, sir?
I'm doing well.
How are you doing?
Speaker 1 (00:32):
Good, we missed an episode.
Yeah, we were out of town,right.
Speaker 2 (00:34):
And we said that we wouldn't do that anymore.
And we did it.
Speaker 1 (00:38):
Good things come to those who wait is what they say.
Yeah, it's true.
Speaker 2 (00:41):
We were out of town.
That's what they say it's true,we were out of town.
That's what they say.
Then my house got plagued with,like, the head cold flu.
Your house got plagued with thestomach flu, so it was kind of
hard to like.
Oh yeah, the children and I gotsick.
So, like talking on a podcastwould have been just painful for
(01:02):
you to communicate with me foran hour.
Speaker 1 (01:07):
Yeah, the flu is.
We're having a record flu yearthis year in the us I believe it
.
Speaker 2 (01:14):
It hit late too, like normally it's december.
Speaker 1 (01:18):
I feel like when it hits yeah here in utah at least,
it's like right aroundChristmas yeah, it's been a lot
of flu going around, stomach fluwe've luckily not hit the
stomach flu yeah, we got it.
Speaker 2 (01:37):
Kids throwing up it's always good we luckily just had
the head cold, which I'd muchrather take over.
But I had the head cold like itlasted me for almost six days.
I'm still a little congested.
You kind of probably heard mesniff a little bit.
This is the first day that I'mlike I don't have a headache
today.
Yeah, headaches are the worst,and it's been probably like a
(01:58):
five-day headache regime for me.
Speaker 1 (02:01):
But yeah, back at it.
Post-super Bowl post Regime forme but yeah, back it, back at
it.
Post Super Bowl post.
I Mean what we're halfwaythrough q1.
Speaker 2 (02:11):
Yeah, that's pretty crazy that we're halfway through
q1.
We're through, like you know.
We're in the stage of it'sstill winter, but everyone's
promoting spring.
Right Few, if you.
Speaker 1 (02:25):
If you, if you sell swimwear.
Speaker 2 (02:27):
I'm seeing swimwear ads out and about right now.
Speaker 1 (02:32):
People are buying shorts and here's my advice on
that if you are targeting women,it's always best to think ahead
.
Always.
If you are targeting men, don'trush.
It's always best to think ahead.
Always.
If you are targeting men, don'trush into the next season.
(02:53):
Yeah, because with the men'sbrands we have, they tend to
sell winter-ish, not likestraight winter, but you know,
like pants and long sleeves andall that stuff like they.
Speaker 2 (03:09):
They keep selling that up until, like, the cold
weather stops yeah, it's truelike all the way up till may
yeah, efficiency will dip alittle bit on it, but they still
grind, whereas, like, women,are a lot more prepped and
they're like we're not buyingjust sweaters anymore.
Speaker 1 (03:22):
Yeah, they just like tend to stop buying.
Yeah.
I'm buying unless there's agood deal, like you know,
obviously closeouts or whatever.
Speaker 2 (03:30):
End of season sales.
Speaker 1 (03:31):
But that's my tidbit.
Speaker 2 (03:35):
It's a great tidbit.
Speaker 1 (03:36):
If you're marketing for women or to women, they like
to plan ahead a little more.
Men tend to just be like I needa jacket.
Speaker 2 (03:46):
Yeah.
Speaker 1 (03:47):
I'll just get one.
I agree.
Who do you think makes moreimpulse?
Buys, men or women?
Speaker 2 (03:55):
Women.
Speaker 1 (03:57):
You think so?
I don't think so.
I think women might justifytheir buys.
Speaker 2 (04:05):
Okay, that's.
Speaker 1 (04:06):
But I don't think they're in.
I don't think they impulsivelybuy in the same way men
impulsively buy.
Speaker 2 (04:13):
I think men will buy with a lot less.
Speaker 1 (04:15):
I don't want to say thought, but you know like
they're just more like.
Oh yeah, I do need that.
I'm just going to get it.
Speaker 2 (04:20):
I agree, I agree with that.
So let me I agree with that.
Let me rephrase that I thinkthat women have the ability to
justify and spend significantlymore than men do, but men don't
have to justify.
I think men will just buysomething, and sometimes it can
be expensive.
Speaker 1 (04:39):
You think they justify more spend.
Speaker 2 (04:43):
No, like they're spending more.
I think that men can justify onbigger price point things Like
one-off.
Speaker 1 (04:51):
Yeah.
Speaker 2 (04:51):
Where women are really good at justifying the
little things that they're goingto buy here and there.
Speaker 1 (04:56):
Yeah, I'd agree.
Yeah, I think like the girllogic, what do they call it?
Girl math?
Speaker 2 (05:02):
Mm-hmm.
Speaker 1 (05:04):
I think, man, math is for stuff like a truck.
Yeah, oh, yeah.
Like I can justify this yeah oror.
But they'll put off perhapslike buying clothes for five
years.
Speaker 2 (05:19):
Yeah, or like like my like for this is what happens
in my household.
Like I can think of a reallygood example.
This is like my wife's like.
Like my like for this is whathappens in my household.
Like I can think of a reallygood example.
This is like my wife's likespends like 300 bucks on workout
clothes or something like that.
And I'm just like, yeah, morecoming, you know.
Like.
As like, as stuff rolls inthrough the mail, I'm like, oh
(05:41):
okay, you bought another thing,you bought another thing.
And in my mind I'm just likementally adding it up, like
that's got to be like $300 worthof stuff and I don't really say
anything about it because it'slike, okay, you know.
But then I'm like sitting therethinking, oh, you know what I
need to like up my golf game.
(06:02):
And so I go and get a golfsimulator membership.
that's 300 a month and I don'tbat an eye about it at all yeah,
but in my mind I'm like why mywife's buying you know one-off
things that get her up to 300,400 or something like that in a
month and I don't even thinktwice about this membership.
(06:26):
In fact, I had it for like ayear and a half and the last
like six months of it I neverused it, so I just spent 300
bucks every month on this thingand finally last month I'd use
it maybe once a month.
Nice, so it's like a 300.
It was like I was.
Speaker 1 (06:39):
It's like I'm playing pebble beach yeah, I asked that
because I think how do youinfluence those decisions?
Because you do have genderedbiases in buying decisions and
sometimes it's not so muchgendered, sometimes it's just
(06:59):
like where they are in life.
Like I think a dad operatesdifferently than a single guy in
how they purchase things.
You know, I think a momoperates differently than a
single girl.
Sure, so buying behaviorschange, but you do have some
(07:20):
visual stuff that you can use toinfluence.
I agree and persuade people.
Speaker 2 (07:26):
Yeah.
Speaker 1 (07:27):
Right, because we were looking up ads.
I think a lot of people areworried about meta performance
over the last five weeks and,surprise, it sucked.
For most people, which tends tobe the case Like February, is
generally a bad Most people whoare very reliant on ads.
Should we say yeah?
Speaker 2 (07:42):
Well, yeah, which tends to be the case Like
February is generally a bad,most people who are very reliant
on ads, should we say?
Speaker 1 (07:48):
Yeah well, yeah, I mean, February usually sucks.
January is kind of a lull.
February usually kind of feelsit Usually post-President's Day.
You start seeing things pick up.
It has been surprising even insome brands that haven't seen it
as slow in February did thisyear.
So I think it was a littleexasperated by whatever is going
(08:12):
on in the world.
Speaker 2 (08:13):
But DTC is obviously not dead no but you're having a
lot of people start to talkabout that right like should I?
Speaker 1 (08:25):
Go big into wholesale .
Speaker 2 (08:26):
Yeah, should I jump into wholesale jump into retail,
but the thing is is likeeverything is challenging, like
there's challenges.
Speaker 1 (08:37):
Business is hard.
Speaker 2 (08:38):
Yeah, yeah, Like yeah .
For example, we had one clientof ours who's been so stoked to
be getting into Nordstrom.
Oh, things will change whenwe're in Nordstrom.
Been in Nordstrom for a couplemonths now and things haven't
really More sales.
Well, you get, you know.
Speaker 1 (08:57):
Yeah, like those kind of partnerships, or you know
distribution deals, or you knowdistribution deals are actually
ways to fuel your D2C becausethat's just more social proof.
It gives you a recognizablename, a trusted source.
Because you know if you getinto Nordstrom it's not that
(09:18):
you're going to sell a ton inNordstrom necessarily.
At the beginning People stillmight not know who you are, or
whatever.
Nordstrom doesn't just letanyone in sure you gotta have a
good product and the regularconsumer knows that.
The regular guy or gal knows oh, they're nordstrom.
Speaker 2 (09:38):
They must be a legit brand yeah, so you could use
that to your brand's advantage,which we saw.
We've seen success doing that,saying like as seen in or now,
and even saying like, hey, youcan go shop at that place, but
people will still come to yoursite remember the uh, uh, when
we were in the diaper bag space,the, there was a competitor who
would use the term that we werealways so jealous of where they
(10:01):
would say the number oneselling diaper bag at nordstrom.
Speaker 1 (10:03):
Yeah.
Speaker 2 (10:04):
Which was true, and we weren't because we had just
gotten in there.
Yep, you know.
Speaker 1 (10:08):
But it's yeah like.
Those things legitimize you,but they don't necessarily grow
your business in the way youthink it might.
Speaker 2 (10:16):
Right In dollars and cents from that direct channel.
Now, wholesale works great,especially like if you have
really good relationships andyou know somebody who knows what
they're doing and can get youin those things.
Wholesale also works really,really good for brands that,
like, have a recognizable, like.
(10:39):
Uh, I'm trying to think.
Maybe you can help meunderstand or say this the right
way.
Sometimes a brand just fits ina place.
There's sometimes where a brandwill like a wholesaler or
retailer will say, oh yeah, thatthat makes sense, let's carry
these pants here because we,yeah, but then there's like I, I
think about like, uh, we'regoing to talk about these guys
(11:01):
later, but like yeti, forexample, I have, I have an Ace
Hardware and Yeti coolers andtumblers are everywhere and they
sell them like crazy at thatplace because it just fits Like.
It just fits that customer, theman who's buying tools from
more of a boutique.
It's not your Home Depot, it'snot your Lowe's.
Speaker 1 (11:23):
Yeah, it's not really like an REI.
It's not your Home Depot, it'snot your Lowe's.
Yeah, it's not really like anREI.
Speaker 2 (11:25):
It's not an REI, but it's this ancillary stuff.
As you're walking through thecheckout line, there's every
single type of tumbler and Ibought one for like my.
Can you know the can cooler onelike?
The koozie but the oppositeversion of the koozie, that from
Yeti.
Speaker 1 (11:40):
From Yeti, yeah.
Who's he that?
From Yeti, from Yeti, yeah.
Speaker 2 (11:43):
Yeah, like, and that would just, and that was a $30
purchase of me, just like kindof walking through, like oh you
know, oh yeah, this will last mea long time.
Speaker 1 (11:50):
So yeah, dtc is not dead, wholesale isn't either but
no, and like we talked about, Ithink there's some initial fear
and anxiety around tariffs andmaybe political changes and
whatever the international andgeopolitical strategies are of
the administration.
But just like we saw withnvidia's stock, fear usually
(12:14):
drives things down really,really fast, but now its stock
is trading back to where it was.
You know, there was like alittle news about oh no, china
did something with like a tenthof the gpus.
Turns out that was probablyjust a big lie.
Any news like that out of chinais just a lie anyways.
(12:35):
I mean, I don't know why peopleever believe anything that
comes out china but yeah, notthat the chinese people are
lying, the government lies, yeah.
Speaker 2 (12:46):
That's all I'm saying .
Yes, they do.
Speaker 1 (12:48):
Ours does too, to be fair.
But anyways, their stockcrashed.
Now it's back to normal.
Same thing with buyer behaviors.
Right, like people might beholding on to their dollars for
whatever reason.
Like this is a bad seasonanyways, it's not buying season.
People spent more duringChristmas this last christmas
than they had in previous, andso that you had a huge new
(13:11):
election as well yeah, theelection.
So you know, maybe there's somethings that are influencing it,
but nonetheless, it's alwaysdown, it's going to go back up,
it always does.
It's just human nature.
And as it goes back up, how doyou capture as much of that as
as possible?
Cause sometimes you can't fightagainst a rising tide, right,
(13:33):
like sometimes tides fall andsometimes they rise, and, like
you're, you can only do so muchas a human out in the ocean,
right, but you can maximize yourtime, right, like when the tide
falls, you can go and find somestarfish nice right when it
(13:55):
rises, you can yeah, we say youcan fish.
We say you got to change youractivity a little bit like our
big thing, that we say with ourclients is chase conversion
rates right like at least I saythat all the time yeah, chase
conversion rates and chase yourseasonality, and and chase while
you can chase, because I thinkwe've fallen into this trap of
(14:15):
this idea of planning too farahead.
I think a lot of companies dotoo, like.
Oh well q3 q4.
Let's talk about q3 q4, butsometimes, like the best quarter
might from, from aprofitability standpoint, might
be quarter two, totally, andlast year quarter three, quarter
(14:36):
four because the election,because of everything that was
going on, like you had this hugeelection, tons of attention
going to it, and then blackfriday starts.
Yeah, it's like cpms went upthree weeks before everyone
thought they should have gone upand it was a mess for a lot of
companies and so maybe thosecompanies a lot of them, like
(14:57):
when you look at the data, it'slike you should have just spent
way more in june or in April.
Speaker 2 (15:04):
So like yeah, a good example of this.
Let's use an example of a.
Like a client, we won't reallysay who they are.
Speaker 1 (15:09):
Harvest while you can harvest.
Speaker 2 (15:11):
There's a men's golf company that we work with and
they do a really, really bigMemorial Day sale.
Memorial Day is usually in May,I believe yes, I don't know,
pretty sure it is.
At least last year it was right.
And going back and looking attheir numbers, right, and we
(15:36):
looked at their.
We look at a few differentmetrics to deem success.
Well, obviously you look atoverall revenue and overall ROI.
Obviously you look at overall,like revenue and overall ROI.
But we also look at an AMERmetric, which is like new
acquisition divided by marketingspend.
And then we look at anothermetric that we call return on
contribution margin dollar,which is revenue minus spend
(15:58):
minus sorry, revenue minus costof goods sold and shipping and
all that kind of stuff dividedby spend.
So it's like what is what isyour like profit per dollar
spent, essentially what thatmetric is.
So for every one dollar youspent, you profited two dollars
or five dollars or whatever youknow.
And when we went and looked atthe last few years of data in in
(16:23):
uh for their black friday salebecause they normally crush over
black friday we realized thattheir efficiency on the return
on contribution margin dollarwas significantly higher in in
bay in may for that sale.
Yet we probably spent a thirdof what we spent.
We still spent a lot of money,yeah but it was a third of what
(16:46):
we spent.
So let's say if we spent, youknow, in the month of november,
if we spent three hundredthousand dollars in the month of
may, we probably only spent 120you know, right, so uh we, we
spent a lot, but I meanhindsight's always.
Speaker 1 (17:03):
You know, you're always going to things more
clearly and it's easy.
It's easy to do this with agolf brand or maybe like a
swimwear brand meaningseasonality more the seasonality
like the obvious like theobvious seasonality that doesn't
fall into this.
Like Black Friday trap.
It's like, hey, when are peoplegolfing?
Spring summer?
(17:23):
Yep, fall.
So like Black Friday is alwaysgonna fall, pun-intended at the
end of the golfing season.
Speaker 2 (17:33):
Mm-hmm.
Speaker 1 (17:34):
Yes, you have.
You know, there's always theoutliers.
Well, people still golf inFlorida.
Speaker 2 (17:38):
It's like yeah, but it's just not as big as you
think.
Speaker 1 (17:41):
Right like yeah, as somebody who's come from the
golf industry you used to thinkthat, like, but it's just not as
big as you think, right Like,yeah, as somebody who's come
from the golf industry, you usedto think that, like Arizona,
and they're still golfing.
Speaker 2 (17:48):
Arizona and Florida and Texas and California was
going to keep you afloat and andand it does.
Yeah, but like there's just abuying season, it's the same
thing for swim, like well it'sstill the start of the season.
Speaker 1 (18:13):
Yeah, like you have a start of a season and even
though people are golfingthrough the winter, the amount
of I'd say uh rounds played inthe winter per month probably
drops 80.
Speaker 2 (18:17):
Well, and then on the flip side in the golf space,
like the amount of rounds playedin the summer, double.
But sales dip generally in thegolf space because people are
out june playing july, becausethey they've bought their stuff
before.
And then they buy end of seasondeals towards the end or
gifting stuff towards the end.
Right, we see a lot of giftingyeah, and the same thing happens
with swim right, like swimgenerally, for like brands will
(18:41):
crush febru May.
Speaker 1 (18:44):
And then a cliff.
Speaker 2 (18:46):
Oh yeah, and then you think, like well, people are
like.
In fact, you swim the most inJune and July.
Speaker 1 (18:52):
But everyone's bought their stuff.
Everyone's bought their stuff,yeah.
Speaker 2 (18:54):
And so sales like just crash, yeah, they crash.
They plummet generally so.
So it's obvious with those.
Speaker 1 (19:00):
But these, these ebbs and flows exist, whatever your
business is.
Yeah, I mean, and so it's.
How do you spend more money,how do you acquire more when you
see those ebbs coming in right,and then how do you maybe
restrain some of that budgetwhen you see some flows going
(19:22):
out?
Totally because, like you canonly fight against.
Like we're saying there'sthings out of your control, yeah
, and we're going to talk aboutsome things that are in your
control right now too.
Speaker 2 (19:35):
Going.
You know talking about Yeti butthe macroeconomic things are
out of your control, is whatwe're saying.
Speaker 1 (19:38):
Well, the macro and then combine that with,
sometimes, the algorithm of ameta or a Google, just aren't
doing what they should.
Speaker 2 (19:49):
Tick-tock, it shut down.
Speaker 1 (19:50):
Tick-tock might get shut down.
So there's things out of yourcontrol as a business,
especially when you are DTC, andhow do you mitigate the damage
done?
Well, I think a we talk aboutthis all the time, like we do.
We're not a big believer inmaking sure you're like you
shouldn't be in every platformall the time, like we don't
believe in that, like it's notnecessary all the time.
(20:13):
But in my opinion, the biggestway to mitigate that is take
advantage when you can takeadvantage yeah right, like if
you, if you take advantage of q2, if you can, then you're not so
dependent on q4.
A q4 right, if you beat targets.
(20:33):
While you can beat targets,then sometimes if there's a
black swan event, it's like okay, we already filled the coffers,
like we're okay, it might notbe this the year you wanted,
yeah, but less dependent onbigger moments.
Yeah, it's better to have abird in hand than two in the
bush.
So when you can get a bird,just grab it.
Speaker 2 (20:56):
Yeah, I think we had one client.
We went through an exercise.
Speaker 1 (20:59):
If your inventory allows, obviously Sure.
Speaker 2 (21:01):
We went through an exercise with a client who said
every year we do, even we do.
You say, hey, you know,sometimes we plan too far in
advance.
We still will do that with ourclients.
We'll plan a full year inadvance, but we'll really like
hone in on two quarters.
That's really generally how itis.
It's like we'll plan for theyear but but really focus on the
(21:21):
the first six months generally.
Speaker 1 (21:23):
Yeah, you need some flexibility in the plan, like it
can't just be we're onlyspending x amount every single
month.
Speaker 2 (21:30):
Well, you have to plan because you know, if you
want to hit a good strong q4,you have to have the inventory
built.
That generally comes from q2,right?
So um, but anyways that youknow that this exercise is also.
Speaker 1 (21:41):
You need returning customers for a strong q4 too
the.
Speaker 2 (21:44):
The question was hey, what would happen to the
business if we spent the sameamount of money?
Like, is there a possible wayfor us to grow?
Now, most brands in generalwhat we've seen over, especially
over the last four years like,every year, acquisition costs go
up.
So generally, if you'respending less money, you're
going to make less money or,sorry, if you spend the same
(22:04):
amount of money, you're notgoing to generally do as good as
you did the year prior.
We've just seen that, right,yeah, because cost per reach has
gone up.
Cost per impressions are goingup.
That's just how it is right.
Reach has significantly droppedfor most brands on the organic
side.
So, like, unless you're makingup the difference, it's going to
(22:25):
be challenging.
Okay, let's just get that outof the way.
You don't really make anychanges.
If you make just this onechange that we're talking about,
which is maximizing success andmitigating the lower moments.
That could either help you makethe same that you did last year
(22:47):
or even more by saying, okay,if I spend, if my budget's a
million dollars in a year, let'ssorry, let's just say, for the
sake of math, $1.2 million in ayear, right, most people look at
that and be like okay, I'mgoing to spend a hundred grand a
month.
A lot of people just willgenerally do that.
Speaker 1 (23:04):
Or maybe they'll say they'll say, okay, I'm going to
spend $300,000 in November butthe rest is I'm going to evenly
space that out and some of thisdoes depend on what your
consideration time window is.
Speaker 2 (23:16):
For sure, If you start to look at your research,
like, look at your data over thelast two years, three years,
and see when the highestconverting moments are for your
brand, and you start to say, hey, actually, what if we put 20%
of our budget into this month,versus the four that we have
scheduled?
You're going to be able tomaximize your profits
(23:38):
significantly more becauseyou're maximizing the moments
and mitigating the risky times.
Right, that's really what we'rekind of saying, like, that's
what this message is.
Speaker 1 (23:48):
yep, in a nutshell, yeah, I just don't think anyone
takes a full advantage of thosemoments, no, where you could
probably relax a lot more during, uh, yeah, and that's and
that's usually a planning issue.
Stop looking at things inmonths and look at things in
quarters.
Speaker 2 (24:05):
It's a planning issue and it's a data gathering issue
.
Or in halves, yeah.
Speaker 1 (24:08):
Like you have H1 and H2.
Like just know every month'sgoing to be different, like
everyone knows this, but likefor some reason, we, a lot of
companies, have a hard timeactually planning for it.
Everyone knows every month'sdifferent.
Speaker 2 (24:22):
Yeah.
Speaker 1 (24:23):
Everyone knows Q1's different than Q4.
Speaker 2 (24:29):
But for some reason like the planning tends to be
like month to month, treating itall very similar.
Speaker 1 (24:31):
Yeah, so you should really have quarterly and years
planned.
Yeah, rather than a monthlygoal of profit, it should be
quarterly goals of profit.
Speaker 2 (24:42):
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(25:48):
data around your customers tohelp grow and scale your
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with.
Go check them out today atbestieai.
An action item everyone shoulddo right now if you're not doing
this is you should have overthe last like, have somebody on
your team or yourself go throughthe last four years worth of
(26:09):
sales, um, like, like apromotional months or
promotional times.
So if you had a Memorial daysale that was a three day sale.
Go and figure out what thosedays were, what the promo was
like, what the offer was, andthen figure out what your
revenue and spend and your newrevenue is and go look at those
(26:31):
year over year for the past twoto four years and then that can
start to help you do what we'retalking about.
Right, so you can find thespecial moments.
Then you can start looking atthings month to month, quarter
by quarter, and then startreally saying, oh, my goodness,
goodness, I should be spendingactually double what I'm, what
I'm normally spending in q2 andI probably don't have to spend
(26:55):
40 of my budget in q4 if I dothat or q3 yeah and what you
might end up and end up actuallyrealizing is, if you do it
right, in q2, for example, youcould actually still end up
spending that same amount ofmoney because you are more
profitable.
You still could end up spendinga lot more because you maximize
(27:16):
profits here.
Make sense.
Speaker 1 (27:21):
Yeah, yeah, you don't have to right.
Depends on the strategy.
Speaker 2 (27:25):
Yeah, and it depends on what your cash flow looks
like.
Speaker 1 (27:28):
Yeah.
Speaker 2 (27:29):
So yeah.
Speaker 1 (27:30):
And the other thing to do is we talk about it all
the time, though, is, how do youtalk to your specific audience?
And Yeti just reported theirbest year ever.
Speaker 2 (27:47):
In D2C In.
Speaker 1 (27:47):
D2C In D2C, and so we took a moment and just looked
at some of their ads and whatthey're doing.
They just reported $1 billion,I believe, in D2C sales.
Speaker 2 (27:59):
Yeah, in just D2C alone yeah in just D2C.
And most people probably don'tlook at Yeti as a D2C brand.
Speaker 1 (28:08):
No, probably not.
Speaker 2 (28:10):
And I say that generally because Yeti's known
for their coolers Right.
Speaker 1 (28:16):
Yeah, and their tumbler.
Speaker 2 (28:17):
I don't know what they're known for more now, but
I mean, if you go look at theirads, it's a pretty good mixture
between coolers and tumblersright, but tumblers were
definitely the ancillary addeditem, it wasn't the standout.
Speaker 1 (28:31):
I don't know.
I didn't look at what the datais of the split.
Speaker 2 (28:34):
Yeah.
Speaker 1 (28:35):
But they're coolers, but I mean I guess, first and
foremost, like what is gettingknown for, they've really built
their brand around durability,durability and long
lastinglasting coolness that'swhat I would say.
Speaker 2 (28:50):
Like their products keep things cooler than anything
else, and it was because of howdurable.
When you said long-lastingcoolness, I was like oh, like
thinking, like it's a cool, likea hey, that's a sick product,
like it is, but yeah, it's allabout like rugged durability.
Speaker 1 (29:05):
That's a sick product like it is, but yeah no, like
it's.
It's all about, like ruggeddurability and yeah, they were
like functionality of keepingthings cold, yeah essentially
you could.
Speaker 2 (29:12):
You could go camping for four days and your stuff
would never be warm.
Yeah, like that was theirdifferentiator than the igloo
coolers like you could stand onit.
Speaker 1 (29:23):
Right, it was one of the first coolers that you saw
out there that was like, oh,like you could just stand on it,
you can sit on it, you canthrow it well, that's what they
would.
Speaker 2 (29:30):
That's what they would do like.
Speaker 1 (29:32):
Their early ads were like this doubles as a fridge
and like a table or a seat, or aseat you know, they'd show it
off on boats and doing theactivities that you know you'd
classify as rugged, like huntingand fishing and whatever,
exploring.
Speaker 2 (29:48):
So but one thing can I say, because I think you're
getting to this point too.
But one thing that I've noticedwith with Yeti is so a lot of
people came in and Yeti didn'thave any sort of IP on making
their coolers colder thaneveryone else.
Right, they might have maybecertain tech, I don't think so.
Making their coolers colderthan everyone else, right, they
might have, maybe certain tech.
Speaker 1 (30:10):
I don't think so Well , they didn't because other
people have come out.
I mean, everyone can make one.
Yeah, there are knockoffs,they're just one of the first to
say hey, instead of buying a$60 cooler that keeps your stuff
cold for an hour, buy a $180cooler that'll keep your stuff
cold for.
Speaker 2 (30:26):
Four days.
Speaker 1 (30:28):
Two days, three days, four days.
Speaker 2 (30:29):
Now other people have come out and done that.
So what you've seen Yeti doover the past couple of years,
as other people have kind ofbroke into that market, is it's
the same thing with like?
Was it Hydroflask?
Remember when Hydroflask cameout and they were the first
person who kept a bottle ofwater colder.
Remember when Hydroflask cameout and they were the first
person who kept a like a bottleof water colder than 30 minutes
(30:53):
they were the first tumbler,really, I think yeah, exactly.
So now you're seeing Yeti doubledown on durability.
Like this is the last cooleryou'll ever need to buy.
That's kind of the like, thedirection they're going down.
Like this is the last cooleryou'll ever need to buy.
That's kind of the like, thedirection they're going down,
cause everyone's already yeah,yeah, yeah and we just watched
(31:17):
it Like rugged durability.
Speaker 1 (31:19):
And and so what they're doing is something so
simple, but most brands refuseto do it, and they're actually
just showing people how durableor functional the product is.
Speaker 2 (31:31):
Yeah.
Speaker 1 (31:32):
So everyone just like avoids the obvious for whatever
reason.
Like if you have somethingthat's easy to clean, like just
show how easy it is to clean it.
Like if you have a product thatyou, you know is designed for a
specific use case, like mostpeople never even show it in
that use case.
Yeah, and part of the reason.
(31:54):
Like if you have one, forexample, like if you have pants
that are supposedly no rip or notear go put it through.
Speaker 2 (32:02):
Why is it?
Speaker 1 (32:03):
not in an ad or video .
Being tested and stress test,yeah, like it's.
It's crazy to me that no onedoes this, but yeti does that in
creative, fun ways.
Right, like they're.
They're.
Their coolers have always beenadvertised as bear safe yes but
I'm sure they've had these adsin the past.
But right now they're runningsome really cool ads showing
that cooler being thrown in withpolar bears yeah there's two
(32:26):
polar bears, which are thebiggest and strongest of all
bears.
Speaker 2 (32:29):
Yeah, and I think they put like a bowling ball in
it to make it also super heavyon the inside, so like not only
let's see what, these polarbears can do?
Speaker 1 (32:40):
Yeah, because it has to be able to contain it and not
break open.
Exactly yeah.
Speaker 2 (32:42):
So it's not just like on the outside, but they're
putting something that generallywouldn't normally.
So it's not just like on theoutside, but they're putting
something that generallywouldn't normally that type of
weight wouldn't normally be in acooler.
Speaker 1 (32:52):
Yeah and like, is it necessary to have a cooler that
strong?
No, but, that's whatadvertising is right.
I mean, how many of us aregoing out to like the Alaska
frontier and dealing with bears?
Like almost nobody.
Dealing with bears like no,like almost nobody right.
But everyone sees a video of itbeing stress tested through a
bear and goes, oh yeah, likethat's cool, I need that totally
(33:14):
.
If it can handle a bear, likeyeah, it's gonna handle to get
falling out of my trunk yeah,yeah, I'm not gonna.
Speaker 2 (33:20):
Yeah, yeah, I'm not this because those are
investments.
Right like you get a cooler atlike a grocery store for 30, 40
bucks and you hate it and that'snot a bad, like that's a pretty
easy impulse buy.
Hey, I need something quick forthe lake right but you always
end up hating those coolers.
Yeah, and miserable yeah, butthe yeti is I can't remember.
(33:40):
We should have looked.
It's probably between 180 to350 bucks, or maybe even more,
depending on how big it is yeah,full disclosure.
Speaker 1 (33:48):
I have two yeti coolers and I've had them for
over 10 years or, yeah, about 10years yeah, so they do these
durability tests right.
Speaker 2 (33:55):
So you they've.
They're literally showing polarbears like trying to get in and
wreck this, and we'll you know.
Hopefully there's a videoshowing this ad right of like,
really trying to get into it,and then they open it up and all
the stuff in there is contained.
And then another video they'redoing right now is they're going
to the top of the Yetiheadquarters building and
they're dropping their newrollaway cooler and the reason
(34:19):
why they're doing that one isbecause they have wheels.
Speaker 1 (34:22):
And the wheels can break.
Speaker 2 (34:23):
Yeah, like wheels often are the first thing to go
on those things.
Speaker 1 (34:27):
If you've ever had like a pulling cooler, yeah, you
know.
Speaker 2 (34:29):
And they drop it, and they hit.
Speaker 1 (34:34):
The whole point is to hit every like angle and then
they're showing the wheels arestill moving after.
Speaker 2 (34:36):
So it's this like 30 foot drop onto asphalt.
That just shows great Like youcan't beat that you can't.
Speaker 1 (34:46):
Like, you really can't beat true functionality
and most companies assume peopleknow.
Yeah, well, they know that'swhat we do.
Yeah and like, maybe, like,maybe you think they know, but
don't stop assuming what youthink your customers or
potential customers might know,because you are not your
(35:07):
customer anymore.
Right, like, once you're in abrand long enough, you think
you're the customer and you'renot.
Yeah, like you already knoweverything about the company.
Speaker 2 (35:14):
But most people don't the other.
The other thing that I think isis a good thing to note is we
were gone.
Are the days to just sayhighest quality, cooler, right,
like we don't trust brandssaying things like that?
Speaker 1 (35:33):
And that trust is going to be eroded even faster
with AI.
Speaker 2 (35:42):
Totally and.
Speaker 1 (35:43):
I think UGC has also eroded a little bit of trust.
Speaker 2 (35:47):
That's no data here, this is just me looking at ugc
data, good, it's just not asit's not.
As it's not effective in thesame ways as it used to be.
It's still effective as long asit used to be top funnel.
Speaker 1 (35:58):
It used to be everywhere but like I've we've
seen a pretty hard diminishedreturn on that top like top
funnel stuff.
Speaker 2 (36:04):
Yeah, but everyone can put a pair of pants in a
static image and say highestquality pants.
It's just really easy to do itand every brand does it.
But if you can show the pants asgoing through a situation that
shows that they are the highestquality.
(36:25):
If you can show a coolergetting dropped from 40 feet up
or getting mauled by a polarbear, if you can show you know,
if you claim that you have thebest tasting drink.
Let me talk about valuations,right, like.
So Olipop just got valued at$1.85 billion by JP Morgan.
(36:47):
They just did like a justraised 50 more million dollars.
Oh, wow, you know Olipop cansay, hey, we're the best tasting
soda you know, under five gramsof sugar, like.
But Poppy says that too Right.
Copy says that too right.
So who do you buy Versus yougoing to a grocery store, for
(37:10):
example, and filming peopletaste, testing your product up
against Coke that's a wholedifferent thing.
Right, you're showing how goodit tastes.
Speaker 1 (37:20):
You're showing how people actually yeah, versus,
yeah, versus.
Well, I think we forget thatadvertising is a visual and
auditory medium, so you areforgetting there are two other
senses that people do not engagewith when they are seeing an ad
(37:45):
.
So smell and touch and taste.
Yeah, so three, sorry, I saidtwo.
So smell, touch, taste.
They don't get to do any ofthat with your product, so a lot
of people forget that the pointof an ad is, yes, like's,
there's convincing to do.
(38:06):
But you also have to make upfor the fact that you're missing
three senses.
You are missing more than halfof the senses that people use to
gauge something to make adecision about something I mean
these.
This is just like how we'rehumans are made, right.
I mean I don't just go look upthe studies about smells, and
and women and men and dating andlike I mean these are natural
(38:30):
things.
Speaker 2 (38:30):
You went to a restaurant that are subconscious
like, yes, are you gonna?
Are you gonna?
Are you going to look at thething that's in front of your
plate if it looks disgusting?
Are you gonna eat it if itsmells disgusting?
Speaker 1 (38:41):
are you gonna try to taste it only if you have
someone vouching for it?
Speaker 2 (38:44):
yeah, no, if you have somebody whoing for it yeah, no
.
If you have somebody who saidhey, I know, it looks bad.
Speaker 1 (38:48):
But like that's what you get.
Yeah, so how do you, how do youmake up for those senses and
and?
And?
Because most people say, let'stake a baby brand, for example.
If you're a baby brand and weknow that there's a baby brand
that listens to this If you're ababy brand that says that your
fabric is soft and gentle andthat it's stretchy and
(39:13):
breathable, my question for youis have you ever demonstrated
that visually, demonstrated thatin an ad?
Speaker 2 (39:24):
Yeah.
Speaker 1 (39:26):
Because I think everyone just assumes, just
assumes well, like it's stretchyand breathable.
But what does that mean?
How do you actually say this ishow stretchy it is?
Totally, and we're not tellingyou this is going to for sure
work, but we're just saying likethat's an ad idea that you
should be testing tomorrow,because it's something you can
do on an iphone in an office.
You don't have to have even ababy yeah for those kinds of
(39:47):
demonstrations, right like yeticoolers and their product
demonstration ads.
Their stress test ads is whatwe'll call them.
There's not food, like they'renot actually showing it in like
usable situations like ice in acooler and how things are cold
they're just showing.
(40:08):
This is the feature that we'reshowcasing, and then we're
taking it to the extremes.
Yeah, so if it's stretchy, howstretchy is it?
Like?
How much can a baby grow intosomething that they buy from you
?
Yeah, how long will it last?
Like, can you demonstrate that?
Maybe get some balloons, maybefill up the you know?
Like, maybe find a funny,clever way To say, hey, how much
(40:31):
can this grow with your kid?
Right, okay, now you actuallyhave visually demonstrated how
stretchy it might be totally,instead of just like yeah, oh
well, you know it's stretchy,like.
Here's a picture of one babywearing it totally so.
That that's my recommendation is, after watching the yeti ads,
(40:52):
like it's just really come toour minds and to our attention
that man, a lot of people arejust simply missing.
Yeah, showing the productgetting used in an exaggerated
way to yeah, a way to visualizea feature exactly a way that's
never gonna get used in reallife.
Speaker 2 (41:13):
However, it shows exactly what you're gonna get if
you're taking it out of yourboat and it drops six feet up,
right, what is going to happen?
It's not going to crack in half.
The wheel's not going to falloff, Cause that's that is
something right Like I would benervous about that.
We go boating.
You know, if I'm taking a bigcooler and we've got a Yeti
(41:34):
cooler that I've lifted off ofthat, and and we've got a Yeti
cooler that I've lifted off ofthat, and some of those boats
like our boat is, it's like Imean my sister-in-law fell off
of it and like almost broke herleg, you know, like it's a big
drop and that's like something Ithink about every time I'm
lifting that Yeti cooler down.
I'm like I don't want to dropthis.
This is $300, you know.
Speaker 1 (41:56):
But now I know It'll be fine, I drop it, we're okay.
I've dropped mine off of somesteep stuff ledges yeah, so
visual, visual demonstrations inan exaggerated way.
That's kind of the consensushere i've've dropped my NFC
(42:18):
pledges because I also mostlyuse it as like an extra chair
around the campfire.
Yeah, so like after we takestuff out of it, it's always
being used as a chair, yeah.
Speaker 2 (42:31):
Or a stepping stool or something.
Speaker 1 (42:34):
Yeah, I mean it is my stepping stool.
Yeah, it is my cooler we takeand it is what I use to like get
up to stuff.
I'm not a tall guy, so sure anextra 14 inches.
Speaker 2 (42:45):
Yeah, really helps so the lessons here are like okay,
maximize.
Speaker 1 (42:50):
Maximize moments, key moments yes, maximize key
moments of seasonality and makesure your content is showcasing
what your actual propositionsare.
Speaker 2 (43:02):
Yeah, Don't just say your value.
Don't just say what a valueproposition is.
Demonstrate it in and don't just, don't just say cause, cause
I'm, I'm looking at how otherpeople might do this.
Right, they might go and saylet's just take the cooler high,
(43:22):
you know a high quality and,and they're just putting it in
dirt, you know, or somethinglike that, like well rugged and
it's sitting on rocks, like that.
That's how I imagine mostpeople are going to do that.
Yeah, versus why don't youthrow that down a hill and just
(43:45):
have it and see what happens?
Speaker 1 (43:48):
like can it actually?
Is it rugged?
Speaker 2 (43:49):
yeah, I mean we had this conversation with.
I know we brought up haventents a couple times now and
he's just getting great airtimehere, but like he was showing us
pictures, he says that he thatwas the hammock tent company
that we had on a few weeks ago.
He was showing videos of stresstests.
And the way he stress tests ishe put his bags of salt.
(44:10):
He put salt bags on it.
You know he stacks them up andhe had got like both of us
guessed wrong, like it was waymore.
Speaker 1 (44:21):
it was way more than we would have ever thought and I
guarantee that video crushesfor him.
Yeah, but I don't think he's,but he didn't run it as an ad.
Speaker 2 (44:26):
I don't think, and we .
Speaker 1 (44:27):
That's what he said.
He hasn't released it yet.
Speaker 2 (44:29):
Yeah, that product is not released but we were saying
like hey, that should be the adyou run with but when he
releases it, I guarantee you.
That'll be the best performingad by far.
Speaker 1 (44:39):
That video will crush it because it's like you can't
even believe it's possible.
So that's all we wanted to getout today is seasonality, like
if you're freaking out aboutJanuary or early February,
you're probably in good company.
A lot of people are, but justtake a deep breath like yeah
(45:05):
buyers aren't going anywhere.
Like buyers are coming back andtake advantage of when they are
coming back, like you can'talways convince everyone to buy
it whenever, yeah, but you canbe planting those seeds, for
example.
Going back to Yeti a cooler isnot something that anyone is
(45:27):
just like oh, I need to get aYeti cooler now, yep.
But their constant strategy ofcreating content helps you make
that decision.
When you do need to go get acooler, yeah.
Right 100%.
So, yeah, I don't need a coolerright now.
(45:49):
I don't need anything from Yeti, but do you know what I am
going to get before campingseason this year from Yeti?
Is we need some more tumblers?
Yeah, sorry, stanley andeveryone else.
We're from Yeti.
Is we need some more tumblers?
Yeah, sorry, stanley andeveryone else who, like, we're a
Yeti family.
Speaker 2 (46:03):
So the CEO of Stanley's listening is so mad.
Speaker 1 (46:07):
Sorry, guys, unless you want to send me some stuff
and prove me wrong.
But yeah, we're a Yeti family,so I do need to get some Yetis.
They're top of mind Causethey're always showing cool
stuff.
So I do need to get some Yetis.
They're top of mind becausethey're always showing cool
stuff and they have a very loyalaudience base because their
brand is consistent, right, likethey are advertising to a
(46:28):
specific core audience and theydon't really veer away from it.
Yeah, like, if you've noticed,like, have you seen a lot of
Yeti commercials or ads with asuburban mom, unless that
suburban mom likes to go, likehunting or something?
Speaker 2 (46:46):
Sure yeah.
Speaker 1 (46:47):
No, you don't.
Speaker 2 (46:50):
Yeah, in other words, understand what your moats are.
Right, like we've talked aboutmoats before, which is just like
what are the things thatprotect your brand?
Is it the knowledge of whoprotect your brand?
Is it the knowledge of whoexactly your customer is?
That's a mode of yours.
Is it the content you createand how you demonstrate it?
That's a moat.
Right, there are certain thingsthat, uh, doesn't matter.
(47:12):
What happens with an algorithm,it doesn't matter what happens
seasonality wise, the the like,if you have certain moats around
your business that you don'tlose sight of, just maximize
those.
Yeah, a lot of people do losesight of them.
They, they're the things thatlike entered them into the
business and then they start tolike try to differentiate even
(47:36):
more, to go into other realms,and they start to kind of lose
sight of those moats that Canhurt their business.
Speaker 1 (47:43):
So and going back to Yeti, they've posted their best
D to C year ever and Everyone'sentered the tumblr space it's
true, and the cooler space thecompetition has not gotten
easier, it's only gotten harder.
Oh yeah, but they have stayedtrue to what their moats are.
They, they know who they'retargeting, they know why they
(48:07):
sell and they, they continue tobuild on that, and so most
people just give up and like, oh, we gotta, we gotta start
advertising to like a milliondifferent people.
Speaker 2 (48:16):
But it does not appear that yeti has ever taken
that approach no, the otherthing that you, that we taught,
we like this is just just acouple other things that yeti's
doing like that, like they'vedived deep into some
collaborations too right, likethey did a big collaboration
with their tumblers with thegood good golf team.
For those of you who know whothose guys are, they're just big
youtubers that garner a ton ofattention.
(48:38):
Um, so they did a collab withthem.
They did a collab with I thinkit might have been last year
with Liquid Death.
Remember that collab with thecoffin.
Speaker 1 (48:48):
They turned a coffin into a Yeti cooler wasn't it
like 40 grand sold it?
Speaker 2 (48:52):
yeah, like they had a bidding war on it, you know.
So they're going strong notonly in making sure that they're
advertising to the right people, but also getting in front of
new eyes, so sharing otherdistribution with other people.
Speaker 1 (49:12):
So let's get after it .
It'll be a good year, though.
Speaker 2 (49:14):
Maximize winning moments.
Use the senses to showcase yourproduct and your solutions and
dial in your moats.
Tldr, you can fast forward tothat.
Speaker 1 (49:28):
TLDR, that second right.
There All done.
Speaker 2 (49:32):
All right, sorry, we were gone last week.
Everybody, we will.
Thanks for tuning in.
We'll see you guys next week.
Thank you so much for listeningto the Unstoppable Marketer
Podcast.
Please go rate and subscribethe podcast, whether it's good
or bad.
We want to hear from youbecause we always want to make
this podcast better.
(49:52):
If you want to get in touchwith me or give me any direct
feedback, please go follow meand get in touch with me.
I am at the Trevor Crump onboth Instagram and TikTok.
Thank you and we will see younext week.
Most companies assume people know yeah, well, they
know, that's what we do.
Speaker 2 (00:04):
Yeah.
Speaker 1 (00:04):
Like maybe you think they know, but don't stop
assuming what you think yourcustomers or potential customers
might know, because you are notyour customer anymore.
Right, like once you're in abrand long enough, you think
you're the customer and you'renot.
Yeah, like you already knoweverything about the company,
but most people don't.
Speaker 2 (00:21):
Yo, what's going on everybody?
Welcome to the UnstoppableMarketer Podcast.
With me, as always, is MarkGoldhart.
Mark, how are you doing, sir?
I'm doing well.
How are you doing?
Speaker 1 (00:32):
Good, we missed an episode.
Yeah, we were out of town,right.
Speaker 2 (00:34):
And we said that we wouldn't do that anymore.
And we did it.
Speaker 1 (00:38):
Good things come to those who wait is what they say.
Yeah, it's true.
Speaker 2 (00:41):
We were out of town.
That's what they say it's true,we were out of town.
That's what they say.
Then my house got plagued with,like, the head cold flu.
Your house got plagued with thestomach flu, so it was kind of
hard to like.
Oh yeah, the children and I gotsick.
So, like talking on a podcastwould have been just painful for
(01:02):
you to communicate with me foran hour.
Speaker 1 (01:07):
Yeah, the flu is.
We're having a record flu yearthis year in the us I believe it
.
Speaker 2 (01:14):
It hit late too, like normally it's december.
Speaker 1 (01:18):
I feel like when it hits yeah here in utah at least,
it's like right aroundChristmas yeah, it's been a lot
of flu going around, stomach fluwe've luckily not hit the
stomach flu yeah, we got it.
Speaker 2 (01:37):
Kids throwing up it's always good we luckily just had
the head cold, which I'd muchrather take over.
But I had the head cold like itlasted me for almost six days.
I'm still a little congested.
You kind of probably heard mesniff a little bit.
This is the first day that I'mlike I don't have a headache
today.
Yeah, headaches are the worst,and it's been probably like a
(01:58):
five-day headache regime for me.
Speaker 1 (02:01):
But yeah, back at it.
Post-super Bowl post Regime forme but yeah, back it, back at
it.
Post Super Bowl post.
I Mean what we're halfwaythrough q1.
Speaker 2 (02:11):
Yeah, that's pretty crazy that we're halfway through
q1.
We're through, like you know.
We're in the stage of it'sstill winter, but everyone's
promoting spring.
Right Few, if you.
Speaker 1 (02:25):
If you, if you sell swimwear.
Speaker 2 (02:27):
I'm seeing swimwear ads out and about right now.
Speaker 1 (02:32):
People are buying shorts and here's my advice on
that if you are targeting women,it's always best to think ahead
.
Always.
If you are targeting men, don'trush.
It's always best to think ahead.
Always.
If you are targeting men, don'trush into the next season.
(02:53):
Yeah, because with the men'sbrands we have, they tend to
sell winter-ish, not likestraight winter, but you know,
like pants and long sleeves andall that stuff like they.
Speaker 2 (03:09):
They keep selling that up until, like, the cold
weather stops yeah, it's truelike all the way up till may
yeah, efficiency will dip alittle bit on it, but they still
grind, whereas, like, women,are a lot more prepped and
they're like we're not buyingjust sweaters anymore.
Speaker 1 (03:22):
Yeah, they just like tend to stop buying.
Yeah.
I'm buying unless there's agood deal, like you know,
obviously closeouts or whatever.
Speaker 2 (03:30):
End of season sales.
Speaker 1 (03:31):
But that's my tidbit.
Speaker 2 (03:35):
It's a great tidbit.
Speaker 1 (03:36):
If you're marketing for women or to women, they like
to plan ahead a little more.
Men tend to just be like I needa jacket.
Speaker 2 (03:46):
Yeah.
Speaker 1 (03:47):
I'll just get one.
I agree.
Who do you think makes moreimpulse?
Buys, men or women?
Speaker 2 (03:55):
Women.
Speaker 1 (03:57):
You think so?
I don't think so.
I think women might justifytheir buys.
Speaker 2 (04:05):
Okay, that's.
Speaker 1 (04:06):
But I don't think they're in.
I don't think they impulsivelybuy in the same way men
impulsively buy.
Speaker 2 (04:13):
I think men will buy with a lot less.
Speaker 1 (04:15):
I don't want to say thought, but you know like
they're just more like.
Oh yeah, I do need that.
I'm just going to get it.
Speaker 2 (04:20):
I agree, I agree with that.
So let me I agree with that.
Let me rephrase that I thinkthat women have the ability to
justify and spend significantlymore than men do, but men don't
have to justify.
I think men will just buysomething, and sometimes it can
be expensive.
Speaker 1 (04:39):
You think they justify more spend.
Speaker 2 (04:43):
No, like they're spending more.
I think that men can justify onbigger price point things Like
one-off.
Speaker 1 (04:51):
Yeah.
Speaker 2 (04:51):
Where women are really good at justifying the
little things that they're goingto buy here and there.
Speaker 1 (04:56):
Yeah, I'd agree.
Yeah, I think like the girllogic, what do they call it?
Girl math?
Speaker 2 (05:02):
Mm-hmm.
Speaker 1 (05:04):
I think, man, math is for stuff like a truck.
Yeah, oh, yeah.
Like I can justify this yeah oror.
But they'll put off perhapslike buying clothes for five
years.
Speaker 2 (05:19):
Yeah, or like like my like for this is what happens
in my household.
Like I can think of a reallygood example.
This is like my wife's like.
Like my like for this is whathappens in my household.
Like I can think of a reallygood example.
This is like my wife's likespends like 300 bucks on workout
clothes or something like that.
And I'm just like, yeah, morecoming, you know.
Like.
As like, as stuff rolls inthrough the mail, I'm like, oh
(05:41):
okay, you bought another thing,you bought another thing.
And in my mind I'm just likementally adding it up, like
that's got to be like $300 worthof stuff and I don't really say
anything about it because it'slike, okay, you know.
But then I'm like sitting therethinking, oh, you know what I
need to like up my golf game.
(06:02):
And so I go and get a golfsimulator membership.
that's 300 a month and I don'tbat an eye about it at all yeah,
but in my mind I'm like why mywife's buying you know one-off
things that get her up to 300,400 or something like that in a
month and I don't even thinktwice about this membership.
(06:26):
In fact, I had it for like ayear and a half and the last
like six months of it I neverused it, so I just spent 300
bucks every month on this thingand finally last month I'd use
it maybe once a month.
Nice, so it's like a 300.
It was like I was.
Speaker 1 (06:39):
It's like I'm playing pebble beach yeah, I asked that
because I think how do youinfluence those decisions?
Because you do have genderedbiases in buying decisions and
sometimes it's not so muchgendered, sometimes it's just
(06:59):
like where they are in life.
Like I think a dad operatesdifferently than a single guy in
how they purchase things.
You know, I think a momoperates differently than a
single girl.
Sure, so buying behaviorschange, but you do have some
(07:20):
visual stuff that you can use toinfluence.
I agree and persuade people.
Speaker 2 (07:26):
Yeah.
Speaker 1 (07:27):
Right, because we were looking up ads.
I think a lot of people areworried about meta performance
over the last five weeks and,surprise, it sucked.
For most people, which tends tobe the case Like February, is
generally a bad Most people whoare very reliant on ads.
Should we say yeah?
Speaker 2 (07:42):
Well, yeah, which tends to be the case Like
February is generally a bad,most people who are very reliant
on ads, should we say?
Speaker 1 (07:48):
Yeah well, yeah, I mean, February usually sucks.
January is kind of a lull.
February usually kind of feelsit Usually post-President's Day.
You start seeing things pick up.
It has been surprising even insome brands that haven't seen it
as slow in February did thisyear.
So I think it was a littleexasperated by whatever is going
(08:12):
on in the world.
Speaker 2 (08:13):
But DTC is obviously not dead no but you're having a
lot of people start to talkabout that right like should I?
Speaker 1 (08:25):
Go big into wholesale .
Speaker 2 (08:26):
Yeah, should I jump into wholesale jump into retail,
but the thing is is likeeverything is challenging, like
there's challenges.
Speaker 1 (08:37):
Business is hard.
Speaker 2 (08:38):
Yeah, yeah, Like yeah .
For example, we had one clientof ours who's been so stoked to
be getting into Nordstrom.
Oh, things will change whenwe're in Nordstrom.
Been in Nordstrom for a couplemonths now and things haven't
really More sales.
Well, you get, you know.
Speaker 1 (08:57):
Yeah, like those kind of partnerships, or you know
distribution deals, or you knowdistribution deals are actually
ways to fuel your D2C becausethat's just more social proof.
It gives you a recognizablename, a trusted source.
Because you know if you getinto Nordstrom it's not that
(09:18):
you're going to sell a ton inNordstrom necessarily.
At the beginning People stillmight not know who you are, or
whatever.
Nordstrom doesn't just letanyone in sure you gotta have a
good product and the regularconsumer knows that.
The regular guy or gal knows oh, they're nordstrom.
Speaker 2 (09:38):
They must be a legit brand yeah, so you could use
that to your brand's advantage,which we saw.
We've seen success doing that,saying like as seen in or now,
and even saying like, hey, youcan go shop at that place, but
people will still come to yoursite remember the uh, uh, when
we were in the diaper bag space,the, there was a competitor who
would use the term that we werealways so jealous of where they
(10:01):
would say the number oneselling diaper bag at nordstrom.
Speaker 1 (10:03):
Yeah.
Speaker 2 (10:04):
Which was true, and we weren't because we had just
gotten in there.
Yep, you know.
Speaker 1 (10:08):
But it's yeah like.
Those things legitimize you,but they don't necessarily grow
your business in the way youthink it might.
Speaker 2 (10:16):
Right In dollars and cents from that direct channel.
Now, wholesale works great,especially like if you have
really good relationships andyou know somebody who knows what
they're doing and can get youin those things.
Wholesale also works really,really good for brands that,
like, have a recognizable, like.
(10:39):
Uh, I'm trying to think.
Maybe you can help meunderstand or say this the right
way.
Sometimes a brand just fits ina place.
There's sometimes where a brandwill like a wholesaler or
retailer will say, oh yeah, thatthat makes sense, let's carry
these pants here because we,yeah, but then there's like I, I
think about like, uh, we'regoing to talk about these guys
(11:01):
later, but like yeti, forexample, I have, I have an Ace
Hardware and Yeti coolers andtumblers are everywhere and they
sell them like crazy at thatplace because it just fits Like.
It just fits that customer, theman who's buying tools from
more of a boutique.
It's not your Home Depot, it'snot your Lowe's.
Speaker 1 (11:23):
Yeah, it's not really like an REI.
It's not your Home Depot, it'snot your Lowe's.
Yeah, it's not really like anREI.
Speaker 2 (11:25):
It's not an REI, but it's this ancillary stuff.
As you're walking through thecheckout line, there's every
single type of tumbler and Ibought one for like my.
Can you know the can cooler onelike?
The koozie but the oppositeversion of the koozie, that from
Yeti.
Speaker 1 (11:40):
From Yeti, yeah.
Who's he that?
From Yeti, from Yeti, yeah.
Speaker 2 (11:43):
Yeah, like, and that would just, and that was a $30
purchase of me, just like kindof walking through, like oh you
know, oh yeah, this will last mea long time.
Speaker 1 (11:50):
So yeah, dtc is not dead, wholesale isn't either but
no, and like we talked about, Ithink there's some initial fear
and anxiety around tariffs andmaybe political changes and
whatever the international andgeopolitical strategies are of
the administration.
But just like we saw withnvidia's stock, fear usually
(12:14):
drives things down really,really fast, but now its stock
is trading back to where it was.
You know, there was like alittle news about oh no, china
did something with like a tenthof the gpus.
Turns out that was probablyjust a big lie.
Any news like that out of chinais just a lie anyways.
(12:35):
I mean, I don't know why peopleever believe anything that
comes out china but yeah, notthat the chinese people are
lying, the government lies, yeah.
Speaker 2 (12:46):
That's all I'm saying .
Yes, they do.
Speaker 1 (12:48):
Ours does too, to be fair.
But anyways, their stockcrashed.
Now it's back to normal.
Same thing with buyer behaviors.
Right, like people might beholding on to their dollars for
whatever reason.
Like this is a bad seasonanyways, it's not buying season.
People spent more duringChristmas this last christmas
than they had in previous, andso that you had a huge new
(13:11):
election as well yeah, theelection.
So you know, maybe there's somethings that are influencing it,
but nonetheless, it's alwaysdown, it's going to go back up,
it always does.
It's just human nature.
And as it goes back up, how doyou capture as much of that as
as possible?
Cause sometimes you can't fightagainst a rising tide, right,
(13:33):
like sometimes tides fall andsometimes they rise, and, like
you're, you can only do so muchas a human out in the ocean,
right, but you can maximize yourtime, right, like when the tide
falls, you can go and find somestarfish nice right when it
(13:55):
rises, you can yeah, we say youcan fish.
We say you got to change youractivity a little bit like our
big thing, that we say with ourclients is chase conversion
rates right like at least I saythat all the time yeah, chase
conversion rates and chase yourseasonality, and and chase while
you can chase, because I thinkwe've fallen into this trap of
(14:15):
this idea of planning too farahead.
I think a lot of companies dotoo, like.
Oh well q3 q4.
Let's talk about q3 q4, butsometimes, like the best quarter
might from, from aprofitability standpoint, might
be quarter two, totally, andlast year quarter three, quarter
(14:36):
four because the election,because of everything that was
going on, like you had this hugeelection, tons of attention
going to it, and then blackfriday starts.
Yeah, it's like cpms went upthree weeks before everyone
thought they should have gone upand it was a mess for a lot of
companies and so maybe thosecompanies a lot of them, like
(14:57):
when you look at the data, it'slike you should have just spent
way more in june or in April.
Speaker 2 (15:04):
So like yeah, a good example of this.
Let's use an example of a.
Like a client, we won't reallysay who they are.
Speaker 1 (15:09):
Harvest while you can harvest.
Speaker 2 (15:11):
There's a men's golf company that we work with and
they do a really, really bigMemorial Day sale.
Memorial Day is usually in May,I believe yes, I don't know,
pretty sure it is.
At least last year it was right.
And going back and looking attheir numbers, right, and we
(15:36):
looked at their.
We look at a few differentmetrics to deem success.
Well, obviously you look atoverall revenue and overall ROI.
Obviously you look at overall,like revenue and overall ROI.
But we also look at an AMERmetric, which is like new
acquisition divided by marketingspend.
And then we look at anothermetric that we call return on
contribution margin dollar,which is revenue minus spend
(15:58):
minus sorry, revenue minus costof goods sold and shipping and
all that kind of stuff dividedby spend.
So it's like what is what isyour like profit per dollar
spent, essentially what thatmetric is.
So for every one dollar youspent, you profited two dollars
or five dollars or whatever youknow.
And when we went and looked atthe last few years of data in in
(16:23):
uh for their black friday salebecause they normally crush over
black friday we realized thattheir efficiency on the return
on contribution margin dollarwas significantly higher in in
bay in may for that sale.
Yet we probably spent a thirdof what we spent.
We still spent a lot of money,yeah but it was a third of what
(16:46):
we spent.
So let's say if we spent, youknow, in the month of november,
if we spent three hundredthousand dollars in the month of
may, we probably only spent 120you know, right, so uh we, we
spent a lot, but I meanhindsight's always.
Speaker 1 (17:03):
You know, you're always going to things more
clearly and it's easy.
It's easy to do this with agolf brand or maybe like a
swimwear brand meaningseasonality more the seasonality
like the obvious like theobvious seasonality that doesn't
fall into this.
Like Black Friday trap.
It's like, hey, when are peoplegolfing?
Spring summer?
(17:23):
Yep, fall.
So like Black Friday is alwaysgonna fall, pun-intended at the
end of the golfing season.
Speaker 2 (17:33):
Mm-hmm.
Speaker 1 (17:34):
Yes, you have.
You know, there's always theoutliers.
Well, people still golf inFlorida.
Speaker 2 (17:38):
It's like yeah, but it's just not as big as you
think.
Speaker 1 (17:41):
Right like yeah, as somebody who's come from the
golf industry you used to thinkthat, like, but it's just not as
big as you think, right Like,yeah, as somebody who's come
from the golf industry, you usedto think that, like Arizona,
and they're still golfing.
Speaker 2 (17:48):
Arizona and Florida and Texas and California was
going to keep you afloat and andand it does.
Yeah, but like there's just abuying season, it's the same
thing for swim, like well it'sstill the start of the season.
Speaker 1 (18:13):
Yeah, like you have a start of a season and even
though people are golfingthrough the winter, the amount
of I'd say uh rounds played inthe winter per month probably
drops 80.
Speaker 2 (18:17):
Well, and then on the flip side in the golf space,
like the amount of rounds playedin the summer, double.
But sales dip generally in thegolf space because people are
out june playing july, becausethey they've bought their stuff
before.
And then they buy end of seasondeals towards the end or
gifting stuff towards the end.
Right, we see a lot of giftingyeah, and the same thing happens
with swim right, like swimgenerally, for like brands will
(18:41):
crush febru May.
Speaker 1 (18:44):
And then a cliff.
Speaker 2 (18:46):
Oh yeah, and then you think, like well, people are
like.
In fact, you swim the most inJune and July.
Speaker 1 (18:52):
But everyone's bought their stuff.
Everyone's bought their stuff,yeah.
Speaker 2 (18:54):
And so sales like just crash, yeah, they crash.
They plummet generally so.
So it's obvious with those.
Speaker 1 (19:00):
But these, these ebbs and flows exist, whatever your
business is.
Yeah, I mean, and so it's.
How do you spend more money,how do you acquire more when you
see those ebbs coming in right,and then how do you maybe
restrain some of that budgetwhen you see some flows going
(19:22):
out?
Totally because, like you canonly fight against.
Like we're saying there'sthings out of your control, yeah
, and we're going to talk aboutsome things that are in your
control right now too.
Speaker 2 (19:35):
Going.
You know talking about Yeti butthe macroeconomic things are
out of your control, is whatwe're saying.
Speaker 1 (19:38):
Well, the macro and then combine that with,
sometimes, the algorithm of ameta or a Google, just aren't
doing what they should.
Speaker 2 (19:49):
Tick-tock, it shut down.
Speaker 1 (19:50):
Tick-tock might get shut down.
So there's things out of yourcontrol as a business,
especially when you are DTC, andhow do you mitigate the damage
done?
Well, I think a we talk aboutthis all the time, like we do.
We're not a big believer inmaking sure you're like you
shouldn't be in every platformall the time, like we don't
believe in that, like it's notnecessary all the time.
(20:13):
But in my opinion, the biggestway to mitigate that is take
advantage when you can takeadvantage yeah right, like if
you, if you take advantage of q2, if you can, then you're not so
dependent on q4.
A q4 right, if you beat targets.
(20:33):
While you can beat targets,then sometimes if there's a
black swan event, it's like okay, we already filled the coffers,
like we're okay, it might notbe this the year you wanted,
yeah, but less dependent onbigger moments.
Yeah, it's better to have abird in hand than two in the
bush.
So when you can get a bird,just grab it.
Speaker 2 (20:56):
Yeah, I think we had one client.
We went through an exercise.
Speaker 1 (20:59):
If your inventory allows, obviously Sure.
Speaker 2 (21:01):
We went through an exercise with a client who said
every year we do, even we do.
You say, hey, you know,sometimes we plan too far in
advance.
We still will do that with ourclients.
We'll plan a full year inadvance, but we'll really like
hone in on two quarters.
That's really generally how itis.
It's like we'll plan for theyear but but really focus on the
(21:21):
the first six months generally.
Speaker 1 (21:23):
Yeah, you need some flexibility in the plan, like it
can't just be we're onlyspending x amount every single
month.
Speaker 2 (21:30):
Well, you have to plan because you know, if you
want to hit a good strong q4,you have to have the inventory
built.
That generally comes from q2,right?
So um, but anyways that youknow that this exercise is also.
Speaker 1 (21:41):
You need returning customers for a strong q4 too
the.
Speaker 2 (21:44):
The question was hey, what would happen to the
business if we spent the sameamount of money?
Like, is there a possible wayfor us to grow?
Now, most brands in generalwhat we've seen over, especially
over the last four years like,every year, acquisition costs go
up.
So generally, if you'respending less money, you're
going to make less money or,sorry, if you spend the same
(22:04):
amount of money, you're notgoing to generally do as good as
you did the year prior.
We've just seen that, right,yeah, because cost per reach has
gone up.
Cost per impressions are goingup.
That's just how it is right.
Reach has significantly droppedfor most brands on the organic
side.
So, like, unless you're makingup the difference, it's going to
(22:25):
be challenging.
Okay, let's just get that outof the way.
You don't really make anychanges.
If you make just this onechange that we're talking about,
which is maximizing success andmitigating the lower moments.
That could either help you makethe same that you did last year
(22:47):
or even more by saying, okay,if I spend, if my budget's a
million dollars in a year, let'ssorry, let's just say, for the
sake of math, $1.2 million in ayear, right, most people look at
that and be like okay, I'mgoing to spend a hundred grand a
month.
A lot of people just willgenerally do that.
Speaker 1 (23:04):
Or maybe they'll say they'll say, okay, I'm going to
spend $300,000 in November butthe rest is I'm going to evenly
space that out and some of thisdoes depend on what your
consideration time window is.
Speaker 2 (23:16):
For sure, If you start to look at your research,
like, look at your data over thelast two years, three years,
and see when the highestconverting moments are for your
brand, and you start to say, hey, actually, what if we put 20%
of our budget into this month,versus the four that we have
scheduled?
You're going to be able tomaximize your profits
(23:38):
significantly more becauseyou're maximizing the moments
and mitigating the risky times.
Right, that's really what we'rekind of saying, like, that's
what this message is.
Speaker 1 (23:48):
yep, in a nutshell, yeah, I just don't think anyone
takes a full advantage of thosemoments, no, where you could
probably relax a lot more during, uh, yeah, and that's and
that's usually a planning issue.
Stop looking at things inmonths and look at things in
quarters.
Speaker 2 (24:05):
It's a planning issue and it's a data gathering issue
.
Or in halves, yeah.
Speaker 1 (24:08):
Like you have H1 and H2.
Like just know every month'sgoing to be different, like
everyone knows this, but likefor some reason, we, a lot of
companies, have a hard timeactually planning for it.
Everyone knows every month'sdifferent.
Speaker 2 (24:22):
Yeah.
Speaker 1 (24:23):
Everyone knows Q1's different than Q4.
Speaker 2 (24:29):
But for some reason like the planning tends to be
like month to month, treating itall very similar.
Speaker 1 (24:31):
Yeah, so you should really have quarterly and years
planned.
Yeah, rather than a monthlygoal of profit, it should be
quarterly goals of profit.
Speaker 2 (24:42):
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An action item everyone shoulddo right now if you're not doing
this is you should have overthe last like, have somebody on
your team or yourself go throughthe last four years worth of
(26:09):
sales, um, like, like apromotional months or
promotional times.
So if you had a Memorial daysale that was a three day sale.
Go and figure out what thosedays were, what the promo was
like, what the offer was, andthen figure out what your
revenue and spend and your newrevenue is and go look at those
(26:31):
year over year for the past twoto four years and then that can
start to help you do what we'retalking about.
Right, so you can find thespecial moments.
Then you can start looking atthings month to month, quarter
by quarter, and then startreally saying, oh, my goodness,
goodness, I should be spendingactually double what I'm, what
I'm normally spending in q2 andI probably don't have to spend
(26:55):
40 of my budget in q4 if I dothat or q3 yeah and what you
might end up and end up actuallyrealizing is, if you do it
right, in q2, for example, youcould actually still end up
spending that same amount ofmoney because you are more
profitable.
You still could end up spendinga lot more because you maximize
(27:16):
profits here.
Make sense.
Speaker 1 (27:21):
Yeah, yeah, you don't have to right.
Depends on the strategy.
Speaker 2 (27:25):
Yeah, and it depends on what your cash flow looks
like.
Speaker 1 (27:28):
Yeah.
Speaker 2 (27:29):
So yeah.
Speaker 1 (27:30):
And the other thing to do is we talk about it all
the time, though, is, how do youtalk to your specific audience?
And Yeti just reported theirbest year ever.
Speaker 2 (27:47):
In D2C In.
Speaker 1 (27:47):
D2C In D2C, and so we took a moment and just looked
at some of their ads and whatthey're doing.
They just reported $1 billion,I believe, in D2C sales.
Speaker 2 (27:59):
Yeah, in just D2C alone yeah in just D2C.
And most people probably don'tlook at Yeti as a D2C brand.
Speaker 1 (28:08):
No, probably not.
Speaker 2 (28:10):
And I say that generally because Yeti's known
for their coolers Right.
Speaker 1 (28:16):
Yeah, and their tumbler.
Speaker 2 (28:17):
I don't know what they're known for more now, but
I mean, if you go look at theirads, it's a pretty good mixture
between coolers and tumblersright, but tumblers were
definitely the ancillary addeditem, it wasn't the standout.
Speaker 1 (28:31):
I don't know.
I didn't look at what the datais of the split.
Speaker 2 (28:34):
Yeah.
Speaker 1 (28:35):
But they're coolers, but I mean I guess, first and
foremost, like what is gettingknown for, they've really built
their brand around durability,durability and long
lastinglasting coolness that'swhat I would say.
Speaker 2 (28:50):
Like their products keep things cooler than anything
else, and it was because of howdurable.
When you said long-lastingcoolness, I was like oh, like
thinking, like it's a cool, likea hey, that's a sick product,
like it is, but yeah, it's allabout like rugged durability.
Speaker 1 (29:05):
That's a sick product like it is, but yeah no, like
it's.
It's all about, like ruggeddurability and yeah, they were
like functionality of keepingthings cold, yeah essentially
you could.
Speaker 2 (29:12):
You could go camping for four days and your stuff
would never be warm.
Yeah, like that was theirdifferentiator than the igloo
coolers like you could stand onit.
Speaker 1 (29:23):
Right, it was one of the first coolers that you saw
out there that was like, oh,like you could just stand on it,
you can sit on it, you canthrow it well, that's what they
would.
Speaker 2 (29:30):
That's what they would do like.
Speaker 1 (29:32):
Their early ads were like this doubles as a fridge
and like a table or a seat, or aseat you know, they'd show it
off on boats and doing theactivities that you know you'd
classify as rugged, like huntingand fishing and whatever,
exploring.
Speaker 2 (29:48):
So but one thing can I say, because I think you're
getting to this point too.
But one thing that I've noticedwith with Yeti is so a lot of
people came in and Yeti didn'thave any sort of IP on making
their coolers colder thaneveryone else.
Right, they might have maybecertain tech, I don't think so.
Making their coolers colderthan everyone else, right, they
might have, maybe certain tech.
Speaker 1 (30:10):
I don't think so Well , they didn't because other
people have come out.
I mean, everyone can make one.
Yeah, there are knockoffs,they're just one of the first to
say hey, instead of buying a$60 cooler that keeps your stuff
cold for an hour, buy a $180cooler that'll keep your stuff
cold for.
Speaker 2 (30:26):
Four days.
Speaker 1 (30:28):
Two days, three days, four days.
Speaker 2 (30:29):
Now other people have come out and done that.
So what you've seen Yeti doover the past couple of years,
as other people have kind ofbroke into that market, is it's
the same thing with like?
Was it Hydroflask?
Remember when Hydroflask cameout and they were the first
person who kept a bottle ofwater colder.
Remember when Hydroflask cameout and they were the first
person who kept a like a bottleof water colder than 30 minutes
(30:53):
they were the first tumbler,really, I think yeah, exactly.
So now you're seeing Yeti doubledown on durability.
Like this is the last cooleryou'll ever need to buy.
That's kind of the like, thedirection they're going down.
Like this is the last cooleryou'll ever need to buy.
That's kind of the like, thedirection they're going down,
cause everyone's already yeah,yeah, yeah and we just watched
(31:17):
it Like rugged durability.
Speaker 1 (31:19):
And and so what they're doing is something so
simple, but most brands refuseto do it, and they're actually
just showing people how durableor functional the product is.
Speaker 2 (31:31):
Yeah.
Speaker 1 (31:32):
So everyone just like avoids the obvious for whatever
reason.
Like if you have somethingthat's easy to clean, like just
show how easy it is to clean it.
Like if you have a product thatyou, you know is designed for a
specific use case, like mostpeople never even show it in
that use case.
Yeah, and part of the reason.
(31:54):
Like if you have one, forexample, like if you have pants
that are supposedly no rip or notear go put it through.
Speaker 2 (32:02):
Why is it?
Speaker 1 (32:03):
not in an ad or video .
Being tested and stress test,yeah, like it's.
It's crazy to me that no onedoes this, but yeti does that in
creative, fun ways.
Right, like they're.
They're.
Their coolers have always beenadvertised as bear safe yes but
I'm sure they've had these adsin the past.
But right now they're runningsome really cool ads showing
that cooler being thrown in withpolar bears yeah there's two
(32:26):
polar bears, which are thebiggest and strongest of all
bears.
Speaker 2 (32:29):
Yeah, and I think they put like a bowling ball in
it to make it also super heavyon the inside, so like not only
let's see what, these polarbears can do?
Speaker 1 (32:40):
Yeah, because it has to be able to contain it and not
break open.
Exactly yeah.
Speaker 2 (32:42):
So it's not just like on the outside, but they're
putting something that generallywouldn't normally.
So it's not just like on theoutside, but they're putting
something that generallywouldn't normally that type of
weight wouldn't normally be in acooler.
Speaker 1 (32:52):
Yeah and like, is it necessary to have a cooler that
strong?
No, but, that's whatadvertising is right.
I mean, how many of us aregoing out to like the Alaska
frontier and dealing with bears?
Like almost nobody.
Dealing with bears like no,like almost nobody right.
But everyone sees a video of itbeing stress tested through a
bear and goes, oh yeah, likethat's cool, I need that totally
(33:14):
.
If it can handle a bear, likeyeah, it's gonna handle to get
falling out of my trunk yeah,yeah, I'm not gonna.
Speaker 2 (33:20):
Yeah, yeah, I'm not this because those are
investments.
Right like you get a cooler atlike a grocery store for 30, 40
bucks and you hate it and that'snot a bad, like that's a pretty
easy impulse buy.
Hey, I need something quick forthe lake right but you always
end up hating those coolers.
Yeah, and miserable yeah, butthe yeti is I can't remember.
(33:40):
We should have looked.
It's probably between 180 to350 bucks, or maybe even more,
depending on how big it is yeah,full disclosure.
Speaker 1 (33:48):
I have two yeti coolers and I've had them for
over 10 years or, yeah, about 10years yeah, so they do these
durability tests right.
Speaker 2 (33:55):
So you they've.
They're literally showing polarbears like trying to get in and
wreck this, and we'll you know.
Hopefully there's a videoshowing this ad right of like,
really trying to get into it,and then they open it up and all
the stuff in there is contained.
And then another video they'redoing right now is they're going
to the top of the Yetiheadquarters building and
they're dropping their newrollaway cooler and the reason
(34:19):
why they're doing that one isbecause they have wheels.
Speaker 1 (34:22):
And the wheels can break.
Speaker 2 (34:23):
Yeah, like wheels often are the first thing to go
on those things.
Speaker 1 (34:27):
If you've ever had like a pulling cooler, yeah, you
know.
Speaker 2 (34:29):
And they drop it, and they hit.
Speaker 1 (34:34):
The whole point is to hit every like angle and then
they're showing the wheels arestill moving after.
Speaker 2 (34:36):
So it's this like 30 foot drop onto asphalt.
That just shows great Like youcan't beat that you can't.
Speaker 1 (34:46):
Like, you really can't beat true functionality
and most companies assume peopleknow.
Yeah, well, they know that'swhat we do.
Yeah and like, maybe, like,maybe you think they know, but
don't stop assuming what youthink your customers or
potential customers might know,because you are not your
(35:07):
customer anymore.
Right, like, once you're in abrand long enough, you think
you're the customer and you'renot.
Yeah, like you already knoweverything about the company.
Speaker 2 (35:14):
But most people don't the other.
The other thing that I think isis a good thing to note is we
were gone.
Are the days to just sayhighest quality, cooler, right,
like we don't trust brandssaying things like that?
Speaker 1 (35:33):
And that trust is going to be eroded even faster
with AI.
Speaker 2 (35:42):
Totally and.
Speaker 1 (35:43):
I think UGC has also eroded a little bit of trust.
Speaker 2 (35:47):
That's no data here, this is just me looking at ugc
data, good, it's just not asit's not.
As it's not effective in thesame ways as it used to be.
It's still effective as long asit used to be top funnel.
Speaker 1 (35:58):
It used to be everywhere but like I've we've
seen a pretty hard diminishedreturn on that top like top
funnel stuff.
Speaker 2 (36:04):
Yeah, but everyone can put a pair of pants in a
static image and say highestquality pants.
It's just really easy to do itand every brand does it.
But if you can show the pants asgoing through a situation that
shows that they are the highestquality.
(36:25):
If you can show a coolergetting dropped from 40 feet up
or getting mauled by a polarbear, if you can show you know,
if you claim that you have thebest tasting drink.
Let me talk about valuations,right, like.
So Olipop just got valued at$1.85 billion by JP Morgan.
(36:47):
They just did like a justraised 50 more million dollars.
Oh, wow, you know Olipop cansay, hey, we're the best tasting
soda you know, under five gramsof sugar, like.
But Poppy says that too Right.
Copy says that too right.
So who do you buy Versus yougoing to a grocery store, for
(37:10):
example, and filming peopletaste, testing your product up
against Coke that's a wholedifferent thing.
Right, you're showing how goodit tastes.
Speaker 1 (37:20):
You're showing how people actually yeah, versus,
yeah, versus.
Well, I think we forget thatadvertising is a visual and
auditory medium, so you areforgetting there are two other
senses that people do not engagewith when they are seeing an ad
(37:45):
.
So smell and touch and taste.
Yeah, so three, sorry, I saidtwo.
So smell, touch, taste.
They don't get to do any ofthat with your product, so a lot
of people forget that the pointof an ad is, yes, like's,
there's convincing to do.
(38:06):
But you also have to make upfor the fact that you're missing
three senses.
You are missing more than halfof the senses that people use to
gauge something to make adecision about something I mean
these.
This is just like how we'rehumans are made, right.
I mean I don't just go look upthe studies about smells, and
and women and men and dating andlike I mean these are natural
(38:30):
things.
Speaker 2 (38:30):
You went to a restaurant that are subconscious
like, yes, are you gonna?
Are you gonna?
Are you going to look at thething that's in front of your
plate if it looks disgusting?
Are you gonna eat it if itsmells disgusting?
Speaker 1 (38:41):
are you gonna try to taste it only if you have
someone vouching for it?
Speaker 2 (38:44):
yeah, no, if you have somebody whoing for it yeah, no
.
If you have somebody who saidhey, I know, it looks bad.
Speaker 1 (38:48):
But like that's what you get.
Yeah, so how do you, how do youmake up for those senses and
and?
And?
Because most people say, let'stake a baby brand, for example.
If you're a baby brand and weknow that there's a baby brand
that listens to this If you're ababy brand that says that your
fabric is soft and gentle andthat it's stretchy and
(39:13):
breathable, my question for youis have you ever demonstrated
that visually, demonstrated thatin an ad?
Speaker 2 (39:24):
Yeah.
Speaker 1 (39:26):
Because I think everyone just assumes, just
assumes well, like it's stretchyand breathable.
But what does that mean?
How do you actually say this ishow stretchy it is?
Totally, and we're not tellingyou this is going to for sure
work, but we're just saying likethat's an ad idea that you
should be testing tomorrow,because it's something you can
do on an iphone in an office.
You don't have to have even ababy yeah for those kinds of
(39:47):
demonstrations, right like yeticoolers and their product
demonstration ads.
Their stress test ads is whatwe'll call them.
There's not food, like they'renot actually showing it in like
usable situations like ice in acooler and how things are cold
they're just showing.
(40:08):
This is the feature that we'reshowcasing, and then we're
taking it to the extremes.
Yeah, so if it's stretchy, howstretchy is it?
Like?
How much can a baby grow intosomething that they buy from you
?
Yeah, how long will it last?
Like, can you demonstrate that?
Maybe get some balloons, maybefill up the you know?
Like, maybe find a funny,clever way To say, hey, how much
(40:31):
can this grow with your kid?
Right, okay, now you actuallyhave visually demonstrated how
stretchy it might be totally,instead of just like yeah, oh
well, you know it's stretchy,like.
Here's a picture of one babywearing it totally so.
That that's my recommendation is, after watching the yeti ads,
(40:52):
like it's just really come toour minds and to our attention
that man, a lot of people arejust simply missing.
Yeah, showing the productgetting used in an exaggerated
way to yeah, a way to visualizea feature exactly a way that's
never gonna get used in reallife.
Speaker 2 (41:13):
However, it shows exactly what you're gonna get if
you're taking it out of yourboat and it drops six feet up,
right, what is going to happen?
It's not going to crack in half.
The wheel's not going to falloff, Cause that's that is
something right Like I would benervous about that.
We go boating.
You know, if I'm taking a bigcooler and we've got a Yeti
(41:34):
cooler that I've lifted off ofthat, and and we've got a Yeti
cooler that I've lifted off ofthat, and some of those boats
like our boat is, it's like Imean my sister-in-law fell off
of it and like almost broke herleg, you know, like it's a big
drop and that's like something Ithink about every time I'm
lifting that Yeti cooler down.
I'm like I don't want to dropthis.
This is $300, you know.
Speaker 1 (41:56):
But now I know It'll be fine, I drop it, we're okay.
I've dropped mine off of somesteep stuff ledges yeah, so
visual, visual demonstrations inan exaggerated way.
That's kind of the consensushere i've've dropped my NFC
(42:18):
pledges because I also mostlyuse it as like an extra chair
around the campfire.
Yeah, so like after we takestuff out of it, it's always
being used as a chair, yeah.
Speaker 2 (42:31):
Or a stepping stool or something.
Speaker 1 (42:34):
Yeah, I mean it is my stepping stool.
Yeah, it is my cooler we takeand it is what I use to like get
up to stuff.
I'm not a tall guy, so sure anextra 14 inches.
Speaker 2 (42:45):
Yeah, really helps so the lessons here are like okay,
maximize.
Speaker 1 (42:50):
Maximize moments, key moments yes, maximize key
moments of seasonality and makesure your content is showcasing
what your actual propositionsare.
Speaker 2 (43:02):
Yeah, Don't just say your value.
Don't just say what a valueproposition is.
Demonstrate it in and don't just, don't just say cause, cause
I'm, I'm looking at how otherpeople might do this.
Right, they might go and saylet's just take the cooler high,
(43:22):
you know a high quality and,and they're just putting it in
dirt, you know, or somethinglike that, like well rugged and
it's sitting on rocks, like that.
That's how I imagine mostpeople are going to do that.
Yeah, versus why don't youthrow that down a hill and just
(43:45):
have it and see what happens?
Speaker 1 (43:48):
like can it actually?
Is it rugged?
Speaker 2 (43:49):
yeah, I mean we had this conversation with.
I know we brought up haventents a couple times now and
he's just getting great airtimehere, but like he was showing us
pictures, he says that he thatwas the hammock tent company
that we had on a few weeks ago.
He was showing videos of stresstests.
And the way he stress tests ishe put his bags of salt.
(44:10):
He put salt bags on it.
You know he stacks them up andhe had got like both of us
guessed wrong, like it was waymore.
Speaker 1 (44:21):
it was way more than we would have ever thought and I
guarantee that video crushesfor him.
Yeah, but I don't think he's,but he didn't run it as an ad.
Speaker 2 (44:26):
I don't think, and we .
Speaker 1 (44:27):
That's what he said.
He hasn't released it yet.
Speaker 2 (44:29):
Yeah, that product is not released but we were saying
like hey, that should be the adyou run with but when he
releases it, I guarantee you.
That'll be the best performingad by far.
Speaker 1 (44:39):
That video will crush it because it's like you can't
even believe it's possible.
So that's all we wanted to getout today is seasonality, like
if you're freaking out aboutJanuary or early February,
you're probably in good company.
A lot of people are, but justtake a deep breath like yeah
(45:05):
buyers aren't going anywhere.
Like buyers are coming back andtake advantage of when they are
coming back, like you can'talways convince everyone to buy
it whenever, yeah, but you canbe planting those seeds, for
example.
Going back to Yeti a cooler isnot something that anyone is
(45:27):
just like oh, I need to get aYeti cooler now, yep.
But their constant strategy ofcreating content helps you make
that decision.
When you do need to go get acooler, yeah.
Right 100%.
So, yeah, I don't need a coolerright now.
(45:49):
I don't need anything from Yeti, but do you know what I am
going to get before campingseason this year from Yeti?
Is we need some more tumblers?
Yeah, sorry, stanley andeveryone else.
We're from Yeti.
Is we need some more tumblers?
Yeah, sorry, stanley andeveryone else who, like, we're a
Yeti family.
Speaker 2 (46:03):
So the CEO of Stanley's listening is so mad.
Speaker 1 (46:07):
Sorry, guys, unless you want to send me some stuff
and prove me wrong.
But yeah, we're a Yeti family,so I do need to get some Yetis.
They're top of mind Causethey're always showing cool
stuff.
So I do need to get some Yetis.
They're top of mind becausethey're always showing cool
stuff and they have a very loyalaudience base because their
brand is consistent, right, likethey are advertising to a
(46:28):
specific core audience and theydon't really veer away from it.
Yeah, like, if you've noticed,like, have you seen a lot of
Yeti commercials or ads with asuburban mom, unless that
suburban mom likes to go, likehunting or something?
Speaker 2 (46:46):
Sure yeah.
Speaker 1 (46:47):
No, you don't.
Speaker 2 (46:50):
Yeah, in other words, understand what your moats are.
Right, like we've talked aboutmoats before, which is just like
what are the things thatprotect your brand?
Is it the knowledge of whoprotect your brand?
Is it the knowledge of whoexactly your customer is?
That's a mode of yours.
Is it the content you createand how you demonstrate it?
That's a moat.
Right, there are certain thingsthat, uh, doesn't matter.
(47:12):
What happens with an algorithm,it doesn't matter what happens
seasonality wise, the the like,if you have certain moats around
your business that you don'tlose sight of, just maximize
those.
Yeah, a lot of people do losesight of them.
They, they're the things thatlike entered them into the
business and then they start tolike try to differentiate even
(47:36):
more, to go into other realms,and they start to kind of lose
sight of those moats that Canhurt their business.
Speaker 1 (47:43):
So and going back to Yeti, they've posted their best
D to C year ever and Everyone'sentered the tumblr space it's
true, and the cooler space thecompetition has not gotten
easier, it's only gotten harder.
Oh yeah, but they have stayedtrue to what their moats are.
They, they know who they'retargeting, they know why they
(48:07):
sell and they, they continue tobuild on that, and so most
people just give up and like, oh, we gotta, we gotta start
advertising to like a milliondifferent people.
Speaker 2 (48:16):
But it does not appear that yeti has ever taken
that approach no, the otherthing that you, that we taught,
we like this is just just acouple other things that yeti's
doing like that, like they'vedived deep into some
collaborations too right, likethey did a big collaboration
with their tumblers with thegood good golf team.
For those of you who know whothose guys are, they're just big
youtubers that garner a ton ofattention.
(48:38):
Um, so they did a collab withthem.
They did a collab with I thinkit might have been last year
with Liquid Death.
Remember that collab with thecoffin.
Speaker 1 (48:48):
They turned a coffin into a Yeti cooler wasn't it
like 40 grand sold it?
Speaker 2 (48:52):
yeah, like they had a bidding war on it, you know.
So they're going strong notonly in making sure that they're
advertising to the right people, but also getting in front of
new eyes, so sharing otherdistribution with other people.
Speaker 1 (49:12):
So let's get after it .
It'll be a good year, though.
Speaker 2 (49:14):
Maximize winning moments.
Use the senses to showcase yourproduct and your solutions and
dial in your moats.
Tldr, you can fast forward tothat.
Speaker 1 (49:28):
TLDR, that second right.
There All done.
Speaker 2 (49:32):
All right, sorry, we were gone last week.
Everybody, we will.
Thanks for tuning in.
We'll see you guys next week.
Thank you so much for listeningto the Unstoppable Marketer
Podcast.
Please go rate and subscribethe podcast, whether it's good
or bad.
We want to hear from youbecause we always want to make
this podcast better.
(49:52):
If you want to get in touchwith me or give me any direct
feedback, please go follow meand get in touch with me.
I am at the Trevor Crump onboth Instagram and TikTok.
Thank you and we will see younext week.
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