Thinks 1134

M. Suresh Babu: “[An] insight from Solow’s life and research is the value of intellectual and professional commitment to students through active mentorship. In his own words: “You only have really good ideas once in a while. I would rather teach a really bright student than write a mildly interesting paper.” According to MIT News: “When it came to teaching undergraduates, Solow would annually tear up his old lecture notes, and force himself to re-examine how he was presenting material to them. As a graduate advisor, Solow would put in long hours providing detailed feedback to students about their research papers.” Solow’s decades-long interaction with Paul Samuelson also provides an example of how important it is to engage with colleagues to improve scholarship and research. A commitment to students and teaching, as also to open-minded discussions in a collegial atmosphere, was among the fine examples he set that Indian academia must learn from.”

Technology Review: “The internet changed everything—how we work and play, how we spend time with friends and family, how we learn, how we consume, how we fall in love, and so much more. But it also brought us cyber-­bullying, revenge porn, and troll factories. It facilitated genocide, fueled mental-health crises, and made surveillance capitalism—with its addictive algorithms and predatory advertising—the dominant market force of our time. These downsides became clear only when people started using it in vast numbers and killer apps like social media arrived. Generative AI is likely to be the same. With the infrastructure in place—the base generative models from OpenAI, Google, Meta, and a handful of others—people other than the ones who built it will start using and misusing it in ways its makers never dreamed of…Generative AI was trained on the internet and so has inherited many of its unsolved issues, including those related to bias, misinformation, copyright infringement, human rights abuses, and all-round economic upheaval. But we’re not going in blind. Here are six unresolved questions to bear in mind as we watch the generative-AI revolution unfold.”

Michael Munger: “ChatGPT is happening. People are rapidly learning how to use it. For many routine tasks — and, honestly, most writing is routine, not creative — it is faster and actually better to have the AI create the text, at least for the first draft. Or to have the AI create 5 or more versions of a text so that you can pick one and then edit that. Does this mean that we as a society will value writing less? Does it mean that the people — and I’d include myself, writing this right now! — who “make a living” writing are going to have to rethink our choices? Does it mean that 20 years from now we will look back, with 2020 hindsight, and say that the opposition to AI natural language applications was misplaced?  I think the answer to all these questions may be “yes.” Deal with it.”

Amartya Lahiri: “India’s jobs problem is real. With a median population age of 28, the problem will only get worse over time unless things change quickly. The country needs to combine the manufacturing and service sector models. It needs to go beyond the PLI schemes by incentivising private industry to scale up. Key for this are land and labour regulatory reforms. The good news is that these are fiscally costless though they do entail political costs. At the same time, India needs to address its skill deficit by raising its investment in higher education. India’s demographic dividend will become a demographic curse if the country fails to create relatively high value-added jobs at scale. It needs to act quickly and comprehensively.”

Solving the Email Open Problem (Part 1)

Overview

“So how will you get people to open emails?” This is the first question I get asked when I talk about Email 2.0 interactive email ideas and its power as an engagement and conversion channel, or its use for reactivation. Email open rates are low and clickthrough rates are even lower. As the use of email has grown, brands and spammers send a lot of emails to our inboxes. Our attention has receded. Spam filters in Gmail, Yahoo and other mailbox providers have ensured that only the most relevant emails reach our primary inbox.

While email remains the most effective channel for driving commerce in the US and other developed markets, other channels like push notifications and WhatsApp are providing very competitive alternatives. Email could become even more powerful if the problem of getting customers to open emails can be solved. But email has seen very little innovation in the past 15-odd years, and even the ESPs (email service providers) are in a “keep the lights on” mode – many having been acquired by CPaaS companies whose focus tends to be more on SMS and voice.

Not having good push messaging has a big impact on brands in terms of their ability to get customers back to their properties for transactions. The lesser the engagement, the more they must spend on advertising via branding and acquisition via the digital adtech platforms. This is detrimental to their profitability because CAC (customer acquisition cost) increases and CLV (customer lifetime value) decreases.

Email’s openness, cost, and capabilities make it a very compelling engagement channel. But the declining open and click rates through the years have reduced its efficacy. If the “attention recession” in email can be reduced, it could provide a big boost to brand profitability. There are multiple challenges to be tackled with email – how to get the first open from customers, how to get the second and third opens, how to make opening emails a habit thus giving brands a hotline to their customers, and finally, how to fast-track conversion. Until recently, the poster-like content in emails offered limited options: subject line could be tweaked, creative could be played around with, and time of sending could be optimised.

In a meeting recently, a marketer told me, “Email is dead.” I replied, “Yes, Email 1.0 is dead. Long live Email 2.0!” A flurry of innovations promises to transform email with the potential to not just improve open rates but also drive in-channel conversion. “Inbox Commerce” is coming to email, removing the friction of clicking through to the website or a landing page. I have written previously about Email 2.0 and its opportunities.

In this series, I will focus on a narrow problem: how to improve open rates in emails and make email a good habit in the lives of customers, and thus creating a win for brands also. The combination of Atomic Rewards, AMP and AI can transform emails – and with it dramatically cut AdWaste, reduce friction, and improve brand profitability.

Thinks 1133

Economist: “The challenges facing Indian science, many of which the NRF is intended to fix, are legion. But they can be sorted into four broad buckets. The first is money. India’s overall spending on R&D is low by global standards, but the government is, surprisingly, blameless. Among other major science powers, the state rarely funds more than a quarter of a country’s overall R&D spending, with the rest made up by industry and philanthropy. In India the government accounts for nearly two-thirds. Measured in terms of purchasing power, its dollar contribution is more than twice as high as the British government’s. It is the private sector that is not pulling its weight. The low participation by private companies can be partly explained by the way government money is distributed. Nearly two-thirds of India’s R&D spending is devoted to defence, the space programme and atomic energy, areas in which the state has not traditionally collaborated with industry. Government bodies and agencies perform more than half of R&D in India, compared with 16% in China and under 10% in most other advanced economies. What money remains for academic research institutions is spread too thinly across far too many projects.”

WSJ: “To really recharge, you need at least one weeklong vacation, bracketed between two weekends, research suggests. In one study of more than 50 people who took vacations for an average two weeks, participants’ well-being levels didn’t peak until their eighth day off. A 2023 study of more than 300 vacationers found people who took between eight and 14 days off reported greater and longer positive effects once they returned to work, such as better sleep, than those who took shorter breaks. One to two weeks off, in fact, appeared to have longer-lasting benefits than lengthier vacations. After a while, “you creep back to old habits,” says Ty Ferguson, a research associate at the University of South Australia in Adelaide who co-wrote the study. His own recent getaway—several days down the coast—went bust when his three children, ages five and under, came down with a bug. Then it was time to return.”

NYTimes: “India’s economy is booming. Stock prices are through the roof, among the best performing in the world. The government’s investment in airports, bridges and roads, and clean-energy infrastructure is visible almost everywhere. India’s total output, or gross domestic product, is expected to increase 6 percent this year — faster than the United States or China. But there’s a hitch: Investment by Indian companies is not keeping pace. The money that companies put into the future of their businesses, for things like new machines and factories, is stagnant. As a fraction of India’s economy, it is shrinking. And while money is flying into India’s stock markets, long-term investment from overseas has been declining. Green and red lights are flashing at the same time. At some point soon, the government will need to reduce its extraordinary spending, which could weigh on the economy if private sector money doesn’t pick up.”

Jason Lemkin: “SaaS companies now have to be radically more efficient.  There may be limited energy to reverse many changes. Almost every SaaS company at scale is now cash-flow positive.  Big parts of marketing, support, and customer success have been cut, and may never been uncut.  SaaS companies may just now tolerate less happy customers and worse support as part of the price of being profitable.  Especially where growth is slower than before. I really can’t fully predict where all this will go. What makes sense to me is AI and technology and automation and efficiency won’t truly eliminate the role of CSM, SDR and CS.  But it may cut the number of folks doing these roles in half, and force them to do more.”

ELF: eCommerce Lifecycle Franchisee (Part 9)

Summary

I asked Claude for summaries of the essay.

Short Summary

The eCommerce Lifecycle Franchisee (ELF) model aims to help traditional offline brands effectively transition into digital commerce through an innovative partnership approach. As a digital franchisee, ELF takes complete ownership of the brand’s ecommerce operations including acquiring and engaging customers online, driving repeat purchases, providing technology and analytics, and ensuring overall digital growth. This allows brands to focus resources on product innovation and physical retail while tapping into ELF’s specialised digital commerce stack across customer lifecycle stages. Backed by capabilities spanning customer engagement, personalisation and commerce functionality, Netcore is well-positioned to deliver such partnerships, serving as an end-to-end digital growth catalyst for brands struggling with online expansion.

Longer Summary

The concept of an eCommerce Lifecycle Franchisee (ELF) aims to address the digital transformation struggles faced by traditional offline brands. As these brands try to expand online, they focus narrowly on customer acquisition without optimising for retention, lifetime value, and overall profitability.

ELF represents an innovative partnership model to manage the digital operations of such brands. It blends the framework of a product-led agency with the needs of offline brands new to ecommerce. Just as a franchisee helps geographical expansion, ELF assists brands in leveraging complex digital commerce through its technology and expertise.

The partnership allows brands to concentrate resources on core competencies like product development and physical distribution, while ELF handles the digital presence. This includes acquiring customers online, employing tactics to maximise monetisation post-acquisition, gathering data to refine marketing and personalisation, and reducing customer acquisition costs.

ELF operates via a performance-based model, earning only when the partner brand grows digitally. By combining specialised technology, talent, and industry knowledge, it serves as a “digital profits maker” easing the transition for offline brands.

The proposed framework splits responsibilities clearly between brands and ELF. Brands continue building and innovating products, managing supply chains, upholding brand values and pricing. ELF owns strategy and execution of all digital activities – website, ecommerce, online marketing, analytics, CRM, retention programs and customer support.

The background on traditional franchising brings context on the revenue share model and delineation of roles between franchisor and franchisees. While ELF mirrors this relationship in the digital space, its scope is wider in managing the post-acquisition lifecycle.

Netcore with its customer engagement suite across channels is poised to deliver ELF partnerships. Combining its communication layer strengths with personalisation and commerce functionality of Unbxd builds a solid technology foundation. Vertical-specific ecommerce expertise and introductions of innovations like AI and influencer commerce further power the model.

In conclusion, ELF presents a compelling vision to drive profitable digital growth for traditional brands struggling with online expansion. As an end-to-end digital franchisee, it shoulders the complexity of ecommerce allowing brands focus on their core product strengths.

I also asked Bard to list the five key ideas discussed in the essay.

  1. The eCommerce Lifecycle Franchisee (ELF) model is an innovative partnership approach that helps traditional offline brands effectively transition into digital commerce. ELF operates as a digital franchisee, taking complete ownership of the brand’s ecommerce operations, including acquiring and engaging customers online, driving repeat purchases, providing technology and analytics, and ensuring overall digital growth.
  2. ELF tackles the challenges faced by traditional offline brands in transitioning to digital commerce, such as lack of expertise, fragmented experience, and high customer acquisition costs. By providing a comprehensive and end-to-end solution, ELF helps brands overcome these challenges and achieve profitable digital growth.
  3. ELF operates on a performance-based model, earning only when the partner brand grows digitally. This aligns the interests of ELF with those of the brand, ensuring that ELF is focused on driving real results and achieving the brand’s digital goals.
  4. The ELF model splits responsibilities clearly between brands and ELF, allowing each to focus on their areas of expertise. Brands can concentrate on core competencies like product development and physical distribution, while ELF handles the digital presence, including acquiring customers, maximising monetisation, gathering data, and refining marketing and personalisation strategies.
  5. Netcore is well-positioned to deliver ELF partnerships due to its robust customer engagement suite across channels, combined with the personalisation and commerce functionality of Unbxd. This technology foundation, along with vertical-specific ecommerce expertise and innovations like AI and influencer commerce, further strengthens the ELF model.

Thinks 1132

WSJ: “Sugar sneaks into our diet in surprising ways, from coffee drinks you don’t realize are sugar bombs to small amounts that add up in bread or sauces. Looking more closely at nutrition labels and little tricks like putting a few cookies onto a plate rather than eating them straight from the bag can help. It’s worth the effort, nutrition researchers say. Studies have found that diets high in added sugars are linked to a higher risk of obesity and Type 2 diabetes. U.S. guidelines recommend that Americans limit their consumption of added sugars to 10% of daily calories. The American Heart Association recommends a limit of 6% of calories. While overall sugar consumption has decreased in recent years, Americans still get an average of about 13% of their daily calories from added sugars, according to federal data.”

FT: “To Woolf, reading was not a passive or idle act, but one that required readers to “bend our imaginations powerfully”, an “arduous and exhausting” and yet rewarding occupation. Her advice is beautifully contradictory: read books twice, for pleasure but also for depth, she says, but remember also to “skip and saunter” through a book, rather than gritting your teeth and over-reading. What Woolf wants us to reach is “the greater intensity and truth of fiction”. I speed-read often, a hazard of the profession — but with books I love, or which strike some nerve or chord, I almost always go back over a period of days or months. I need that time for the writing to sink in, to reveal itself. My version of Li’s “daily bread” has often been The Mahabharata, the ancient Indian epic, which changes meaning and continues to surprise me every decade. I promise that if you commit to a classic or a story cycle of your choice…your relationship with reading itself will change, quieten and deepen.”

Catherine Price: “The basic premise of a delight practice (which I learned about in the essay collection “The Book of Delights” by Ross Gay) is simple: You make a point to notice things in your everyday life that delight you. This could be anything — a pretty flower, a smile you share with a stranger, the sight of a person playing a trumpet while riding a unicycle down a major Philadelphia thoroughfare (true story). Nothing is too small or absurd. Then whenever you notice something that delights you, you lift your arm, raise your index finger in the air and say, out loud and with enthusiasm, “Delight!” (Yes, even if you’re alone.) Ideally, you share your delights with another person…You may be amazed by how much there is to marvel at. As Mr. Gay writes, “It didn’t take me long to learn that the discipline or practice of writing these essays occasioned a kind of delight radar. Or maybe it was more like the development of a delight muscle. Something that implies that the more you study delight, the more delight there is to study.””

Jim Fan: “I’ve been asked what’s the biggest thing in 2024 other than LLMs. It’s Robotics. Period. We are ~3 years away from the ChatGPT moment for physical AI agents.”

Ajit Ranade: “Even after 30 years of Panchayati Raj legislation, and even with increased demand for governance and accountability from local bodies, they remain helplessly hobbled, either without funds and functionaries or at the mercy of their state governments. The recommendations of most state finance commissions are routinely flouted or ignored. How can a city council or a panchayat have greater say in how the local school system is run? Or how can garbage collection improve? Can a local government levy a small property tax on an airport project in its precincts? The 16th Finance Commission must find a way to carve out resources from the Consolidated Fund of India. For starters, local bodies together must have access to at least 2% of GDP annually, as against 28% kept for the Union government alone. Let this transfer be unconditional, and bypass both the Centre and state machinery.”

ELF: eCommerce Lifecycle Franchisee (Part 8)

Netcore as ELF

I have written in a previous essay about how Netcore is well-positioned to build the Progency model. A few extra steps can help Netcore become an ELF.

The focus for the Netcore Progency is reactivation of Test and Left customers. Reactivation, as an alternative to reacquisition via adtech platforms, can be more cost-effective and bring down the AdWaste that hurts brand profitability. For brands just going digital, this is much less of a problem.

The primary focus is on the Best and Rest customers. These are existing customers of the brand. They could be offline buyers who are now engaging digitally, or digital-native customers. The key for them is a frictionless experience. And this is where offline brands tend to fail. Content sent using push channels (email, SMS, WhatsApp, push notifications) is not personalised. Emails are not interactive because of limited understanding of the power of Email 2.0. The experience on the website or app is also sub-standard because of search and product discovery solutions which are very basic in their features. In my conversations with marketers, they have spoken of how only 1-2% of those coming to their properties (website or app) buy. A byproduct of this is that brands become reliant on marketplaces for their sales – and end up putting one more later between them and their customers. In the long run, building the direct connect is the only way to scaling businesses profitably.

This is where Netcore’s ELF solution comes in. By combining strengths from its CPaaS and martech products along with Unbxd’s search, browse, recommendations and PIM (Product information management), the Unistack and Unichannel solution ensures complete control on the end-to-end customer experience. Inbox Commerce via Email 2.0 and WhatsApp can increase conversions. Martech data in the form of the Best Customer Genome can help better target acquisition via adtech platforms. New and Guest customers can be persuaded to convert their first-touch into a hotline with the brand. Gen AI can help scale creatives and assist with the compelling email footers. Atomic Rewards (with Mu) can provide the right incentives to engage and share personal data which can help improve the quality of personalisation. In addition, expertise across ecommerce verticals can help ELF bring in best practices which can further create stickiness. Action Ads can create an additional option for monetisation.

The game of digital is no longer suited for amateurs; it is one for the professionals – and Netcore ELF’s core capabilities make it ideally suited for becoming the right digital partner for brands.

Thinks 1131

Economist: “By 2050 there will be a new crop of economic powers—if things go to plan. Narendra Modi, India’s prime minister, wants his country’s GDP per person to surpass the World Bank’s high-income threshold three years before then. Indonesia’s leaders reckon that they have until the mid-century mark, when an ageing population will start to drag on growth, to catch up with rich countries. The middle of the century is also the ultimate finale for many of Muhammad bin Salman’s “Vision 2030” reforms. Saudi Arabia’s crown prince wants to transform his country from an oil producer into a diversified economy. Other smaller countries, including Chile, Ethiopia and Malaysia, have schemes of their own. These vary widely, but all have something in common: breathtaking ambition. India’s officials think that GDP growth of 8% a year will be required to meet Mr Modi’s goal—1.5 percentage points more than the country has managed on average over the past three decades. Indonesia will need growth of 7% a year, up from an average of 4.6% over the same period. Saudi Arabia’s non-oil economy will have to grow by 9% a year, up from an average of 2.8%. Although 2023 was a good year for all three, none experienced growth at this sort of pace. Very few countries have maintained such growth for five years, let alone for 30.” More.

52 things Kent Hendricks learned in 2023. Examples: “Every iron object made before 1200 BC came from meteorites. Costco is responsible for 50% of all cashew sales in the world. One in five mammals is a bat. One-third of all socks produced globally are made in Datang, China.”

Scott Sumner: “Nationalism is not patriotism. It is a zero-sum ideology, which looks at the world through the lens of us vs. them. Nationalism embraces tribalism, protectionism, xenophobia, authoritarianism, militarism, misogyny and homophobia. In my view, it has become the number one problem facing the world today. And if not addressed, I fear that it’s about to get much worse.”

Debashis Basu: “Launched in a small way in March 2020, the production-linked incentive (PLI) scheme aims to turn India into a manufacturing hub and reduce its reliance on imports, especially from China. The scheme offers incentives if incremental sales of locally manufactured products reach pre-set targets. It has had a limited success so far because imports of finished goods were replaced with imports of components with minimal assembly being done here. However, every new sector begins manufacturing with the assembly (as TV manufacturing was in the 1980s) of products, and such operations also have a ripple effect. The PLI scheme appears to be over-ambitious: We are nowhere near the six million jobs that were to be created and Rs 2 trillion given as incentives between FY21 and FY27. But I believe that Indian enterprises are more ambitious, hungry, and resourceful than they were ever before, and the scheme will boost manufacturing to some extent.”

Andy Kessler: “Every industry is about to change, which will defy skeptics. Figure out how, and then, as Mr. Wozniak suggests, get your hands dirty. As always, the pain point is cost. Look for things that get cheaper—that’s the only way to clear the smoke and get new marvels into global consumer hands. The democratization of every sector will proceed in mysterious ways. Happy hunting for opportunities.”

ELF: eCommerce Lifecycle Franchisee (Part 7)

Other Industries

The ELF model is not unique. It is seen in many industries where a specialist partner handles key elements of the value chain. These models often focus on partnership, shared responsibilities, and leveraging the strengths of different entities to create a more efficient and effective system. Here are a few examples.

  • Technology Partnerships in Software and IT Services: In the tech industry, particularly in software and IT services, there are partnerships where one company develops the product and another manages client relationships and customisation. This is akin to the ELF model, where product development and customer relationship management are handled by separate entities. Think Accenture, TCS, Infosys which have built dedicated practices for software platforms like SAP and Salesforce.
  • Outsourcing in Manufacturing: In manufacturing, companies often outsource parts of their production process to specialised firms. This allows the primary company to focus on core competencies like design and innovation, while the outsourced partners handle specific manufacturing processes, similar to ELF’s division of labour between product and digital operations. Think Apple and Foxconn.
  • Management Contracts in Hospitality: The hospitality industry often uses management contracts, where a hotel owner outsources the operation of the hotel to a management company. The owner handles the physical property, while the management company takes care of day-to-day operations, marketing, and customer service, drawing parallels to the brand and ELF roles. Think Marriott which manages many hotel properties without owning the actual hotel.
  • Franchising in Retail and Fast Food: The traditional franchising model, especially in retail and fast food, is a close relative of the ELF model. In these cases, the franchisor provides the brand and business model, while the franchisee manages the local operations. This is similar to how ELF would manage the digital operations for a traditional brand. Think McDonald’s and individual franchisees.
  • Film and TV Production Partnerships: In media production, it’s common for one company to handle the creative aspects (like scriptwriting and direction) and another to manage the distribution and marketing. This collaborative approach ensures that each aspect of production and distribution receives specialised attention. Think Netflix and specific production houses which make the movies.
  • Licensing in Pharmaceuticals: Pharmaceutical companies often license out the rights to manufacture and distribute their drugs to other companies, especially for international markets. This allows them to leverage local expertise and distribution networks. Think Pfizer and BioNtech.

The basics entail one entity managing complex specialised functions so the other party can centre its energies on its main area of competence. This combination of expertise allows optimisation of outcome. The ELF model presents a unique blend of existing partnership models adapted to the specific needs of traditional brands transitioning to digital commerce. Its focus on shared responsibility, performance-based compensation, and expertise in online customer engagement distinguishes it from existing approaches while addressing a critical gap in the market.

Thinks 1130

Anil Dash: “The first thing to understand about this new era of the internet is that power is, undoubtedly, shifting. For example, regulators are now part of the story — an ironic shift for anyone who was around in the dot com days. In the E.U., tech giants like Apple are being forced to hold their noses and embrace mandated changes like opening up their devices to allow alternate app stores to provide apps to consumers. This could be good news, increasing consumer choice and possibly enabling different business models — how about mobile games that aren’t constantly pestering gamers for in-app purchases? Back in the U.S., a shocking judgment in Epic Games’ (that’s the Fortnite folks’) lawsuit against Google leaves us with the promise that Android phones might open up in a similar way. That’s not just good news for the billions of people who own smartphones. It’s part of a sea change for the coders and designers who build the apps, sites, and games we all use. For an entire generation, the imagination of people making the web has been hemmed in by the control of a handful of giant companies that have had enormous control over things like search results, or app stores, or ad platforms, or payment systems.”

Robin Quinville: “The debate over the value of humanities courses is really a question of value for money — especially when college costs so much. But it’s worth remembering the skills that humanities courses give us. First: curiosity. None of us know exactly where we are heading; we can shape the journey if we are curious about the unknown. Humanities courses teach us to be flexible and make us question our assumptions. Second: the power of example. Works of art and literature link our current concerns to those of others. They show us the frightening power of a secret shared, of misplaced trust, of leadership forged by challenges. History is a lively tale of tough decisions, of choices and their consequences. Third: communication. Google Translate may make language classes seem unnecessary. But learning another language gives you a deeper understanding of what others value. And the art of debate is a skill we all need. When I went to university, I saw my humanities courses as a foundation. It turns out they were a staircase. I could find and change careers, thrive in my choice and lead in a crisis.”

Indian Express: “In 2024, AI will become an integral part of everything from smartphones to laptops. It is already available on these devices, but with limited functionalities. You will soon see models that can run AI on-device without access to the Internet, and with the ability to give answers, take on large-scale computing, and optimise functionalities in real time. AI will also help connect the dots by personalising everything from websites to gadgets according to the specific needs of users — and modifying itself as it gets to learn more about this user. Don’t be surprised if this layer of intelligence in our devices soon becomes even more important to users than the operating systems that bring in AI capabilities. Generative AI has the power to push the boring tech into the background as it converses with users on their needs, and executes exactly what they want.”

Razib Khan: “Two years ago, journalist and entrepreneur Antonio García Martínez declared that we were entering a new “age of orality.” By this, he meant that the primacy of text was declining in our culture, as younger generations preferentially consumed audio content over magazines. Perhaps Martínez could even have stipulated that this was the age of “audiovisuality.” Anyone producing podcast content knows that the “Zoomer” generation, those born after 1995, prefer not to subscribe to a feed proactively. Instead, they spend their days passively “consuming content” by leaving YouTube in the background at length. Nearly 40% of this generation spends four or more hours a day on social media, and 88% use YouTube.” [via Arnold Kling]

ELF: eCommerce Lifecycle Franchisee (Part 6)

Partnership

This has been written with inputs from ChatGPT and Claude.

In a partnership where ELF acts as a digital franchisee for a brand, the roles and responsibilities are distinctly divided to leverage each entity’s strengths. Here’s a detailed split of roles between the brand and ELF, considering that ELF is a B2C martech SaaS company with capabilities in customer acquisition:

Brand’s Roles

  1. Product Development and Innovation: The brand is primarily responsible for developing, innovating, and maintaining the quality of the products or services it offers.
  2. Supply Chain and Logistics: Managing the supply chain, from sourcing materials to manufacturing products, and ensuring efficient logistics for product distribution.
  3. Brand Identity and Core Values: Upholding and conveying the brand’s identity, ethos, and core values, ensuring consistency across all platforms.
  4. Offline Marketing and Sales: While ELF focuses on digital, the brand continues to manage offline marketing initiatives and in-person sales efforts, if applicable.
  5. Pricing: Set pricing strategy and policies, and determine optimum competitive pricing and discounts aligned to business goals and customer sensitivity.
  6. Customer Insights and Feedback: Providing ELF with insights based on customer feedback and product performance to tailor the digital strategy effectively.
  7. Market Research: Undertaking research and analysis of market trends, customer preferences and actions of competitors.
  8. Product Support and Service: Handling after-sale services, customer support, and any issues related to product use or quality.

ELF’s Roles as a Digital Franchisee

  1. Digital Strategy Development: Crafting a comprehensive digital strategy that aligns with the brand’s goals and values.
  2. Online Customer Acquisition: Utilising its adtech and martech capabilities to attract potential customers through various digital channels.
  3. Website and eCommerce Management: Overseeing the brand’s online storefront, including website design, functionality, and eCommerce operations.
  4. Digital Marketing and Advertising: Implementing digital marketing campaigns, including SEO, social media, email marketing, and paid advertising.
  5. Customer Data Analytics and Insights: Analysing customer data to understand behaviour, preferences, and trends to refine marketing strategies and improve customer experiences.
  6. Customer Relationship Management (CRM): Managing customer interactions and engagement through personalised communication and targeted marketing efforts.
  7. Retention and Loyalty: Building engaging programs promoting repeat purchases and customer referrals.
  8. Content Creation and Management: Developing and managing digital content that resonates with the target audience and enhances brand visibility.
  9. Performance Monitoring and Reporting: Continuously monitoring digital performance metrics and providing the brand with detailed reports and insights.
  10. Innovation in Digital Offerings: Continuously exploring and implementing new digital technologies and trends to keep the brand competitive in the digital space.
  11. Customer Support for Online Sales: Providing customer support related to online purchases, including handling inquiries, returns, and exchanges.

By delineating these roles, both the brand and ELF can focus on their respective areas of expertise, ensuring a powerful synergy that drives both offline and online growth.