This week in the Accelerator: How does a new brand generate quality customers? In this episode host Allison Hartsoe speaks with Kate Fernandez, Brand Marketing Director at Winky Lux. Winky Lux is a fast-growing cosmetics brand which has used customer lifetime value to their advantage. Kate talks about creating experiences to connect new customers to the product but also how they look at customer lifetime value to make product merchandising decisions.
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"Our brand is about feminine strength, inspiration and joy. Our target demo was coming but so were women who were a lot older." - Kate Fernandez
Connect with Kate: email@example.com and Winky Lux Soho Store - 430 W Broadway, New York, NY 10012
Key Concepts: Customer Lifetime Value, Marketing, Digital Data, Customer Centricity, Long-Term Customer Value, Marketing Leaders, Analytics, Creativity, Product Development, Audience Research
Who Should Listen: CAOs, CCOs, CSOs, CDOs, Digital Marketers, Business Analysts, C-suite professionals, Entrepreneurs, eCommerce, Data Scientists, Analysts, CMOs, Customer Insights Leaders, CX Analysts, Data Services Leaders, Data Insights Leaders, SVPs or VPs of Marketing or Digital Marketing, SVPs or VPs of Customer Success, Customer Advocates, Product Managers, Product Developers
Allison Hartsoe - 00:33 - This is the Customer Equity Accelerator. If you are a marketing executive who wants to deliver bottom-line impact by identifying and connecting with revenue generating customers, then this is the show for you. I'm your host, Allison Hartsoe, CEO of Ambition Data. Each week I bring you the leaders behind the customer-centric revolution who share their expert advice. Are you ready to accelerate? Then let's go. Welcome, everyone. Today's show is about creating high-quality customers and to help me discuss this topic is Kate Fernandez. Kate is the Brand Marketing Director at Winky Lux, which is a very fast moving, creator of luxury color cosmetics and makeup. Inspired by magic is what they like to say and I have to say I actually feel that magic when I go into their stores. I am brand new to this brand and met Kate a couple of weeks ago, and I just want to really welcome you to the show. Kate. Thank you for coming.
Kate Fernandez - 01:38 - Hi. Thank you. I am really excited to be here, and it was great meeting you recently, and I'm really excited to be on the show.
Allison Hartsoe - 01:45 - So tell us a little bit more about the Winky Lux brand because I know what I experienced in becoming a new convert, but you know, tell me where the name comes from and maybe a little bit about the background of the brand.
Kate Fernandez - 01:57 - It's so funny. We get the question all the time about the name, and the name really is just made up. It was something that was super fun to say. It was made up by one of our cofounders, Natalie Mackey, who is also our CEO, and we're just all about fun, joy, pops of color, femininity with strength, and I think that that is really related and all of our product packaging and all of our branding and content. If you check us out on Instagram, you'll. You'll see there's a lot of smiling faces, a lot of kittens and color.
Allison Hartsoe - 02:30 - I know. That's why I like it because you walk into the store and there's this sense of femininity. Just like you said, that it's not. It doesn't go too far. You you feel that joy and strength. That's a really tough note to head, and I think you guys have really hit it well at that brand. Tell us a little bit about how did you get into Winky Lux? What's your background?
Kate Fernandez - 02:49 - Well, I discovered the brand way back in December of 2015. The brand launched October of 2015, and I fell in love. Right. I found that with Natalie. Honestly. I had a little bit of a girl crush on her. I was like, wow, she's so fabulous. She has all these. Great ideas that we kind of kept in touch and, and when they were ready to build out their marketing team, they brought me on board along with our performance Marketing Director, Julia. Um, and I, I've been kind of converted into Winky Lux, Dave ever since. So I, yeah, I come from more fashion and luxury backgrounds. But having seen the growth in, in the beauty industry, it was at the time like seven percent year over year growth as like, okay, this is definitely the move and I'm frankly having worked on e-commerce to for most of my career it was exciting to be out a brand that was more accessible.
Kate Fernandez - 03:44 - I have a luxury background, so the emphasis on luxury and princess on a very high price point. So it's just an interesting switch for me to kind of have something that, where the average price point is around $16 but still a very luxury product.
Allison Hartsoe - 04:00 - No, I think it was on consultancies where I saw it in, and it was talking about. And it wasn't actually taking into account the last year, but it was saying that new retailers like Winky Lux, we're growing at about 21 percent year over year and that luxury was flat over the same period. Is that your experience too?
Kate Fernandez - 04:24 - Definitely. That's exactly. That's exactly the reason why we are growing so fast. When I started over a year and a half ago, we were only seven people in a room. And now we're about; we're growing at, you know, every month we add another 20 because of our experienced or staff. And so right now we're at about 75 employees if you include the exterior door.
Allison Hartsoe - 04:52 - Wow. Now you just mentioned the experience store. So let's talk about that for just a second because I think that's a new concept that also comes along with this fresh brand. Tell us a little bit about the experience store and how it plays into our topic of high-quality customers.
Kate Fernandez - 05:10 - Totally. Um, so the tours are really, they're very fun. So we opened our first one in August. I've eaten the exact date. Um, we opened in Atlanta September 29th, and we're opening Chicago tomorrow. Um, so that's, that's a lot of growth with her, a lot of stores. Um, what we found when we were testing this, we tested this out a law Roosevelt field mall here in the city in New York, and we saw that the people that we were meeting in real life are three times more likely to return to us and be loyal to it on digital. So the experience stores are almost kind of like the feature of acquisition for us. We feel like when, when a when a customer comes into the store, and they see all of the pain, they see the flowers, they see the packaging and then they see this curtain, and they're like, what did behind the current? And we're like, well it's our experience.
Kate Fernandez - 06:04 - So you know, it's a play land of product themes are installations where you know, the focus, while it is product, meaning the focus is mapped to sell product, the focus is to give the customer an experience to give them, you know, a connection to the brand. So they really understand the brand. And it's that understanding that drives loyalty,
Allison Hartsoe - 06:24 - That aspect of the brand. And what would that experience that was really compelling is bite-size environments that you walk into? The environments aren't just any old environment. Like I'd walk into a random experience. The environment is specifically to help you understand a particular brand, and it almost seems like it's an anchor for a particular product line. One might be about skin, and another one might be about lip and different aspects. Is that right? Was that what it was meant to be?
Kate Fernandez - 07:08 - For the themes are actually our best seller. And when you normally go through the experience, you have what we call our poodle spirit guide. The spirit guide takes you through. This room is dedicated to a flower bomb, or flower bomb is our best seller. It's a favorite of everybody. You know, what it does is it turns the perfect for you. Pink on contact, um, and this is like the expression of that. And then the poodle, spherified takes your pictures, knows all the best angles, the best lighting. And when you walk out of there, you ended up falling in love with one room, and you always end up falling in love with the product. So we do find that is they enter the dream jelly room. They didn't know that when he likes even had a skincare product, to begin with. They now understand that it's loaded with copper is saying like acid for late exploration. They understand what it is and they want to walk out with it
Allison Hartsoe - 08:00 - So they understand the product better. But at the same time, you're putting your best foot forward by putting those products into this fabulous almost Instagrammy experience.
Kate Fernandez - 08:12 - Exactly.
Allison Hartsoe - 08:15 - Yes. Yes. And so was it specifically designed to introduce new people or was it designed to stick the landing for people who were kind of already familiar with Winky Lux?
Kate Fernandez - 08:26 - I think it was more designed to reach new people and also spans that are already existing and opportunity to get in touch with us in real life. We're very social driven brands. We were social media first, so I think we have a lot of fans that are just excited to kind of touch and play with everything and real life.
Allison Hartsoe - 08:46 - Well, what's interesting about that is that it seems like it was data-driven perhaps from the beginning you said in the very beginning that people real life or three times more likely to be loyal when they came into the store was the experience building off that data
Kate Fernandez - 09:08 - Since October of 2015. The day that we launched, we actually, which is like this big trade show of sorts or consumers to brands and we thought the reaction so far and so we continued to bring it back bigger and better every single time. I mean the Atlanta and Chicago sort of literally have flower caves, right? So it was a lot of social media data that we were looking at. How many posts are we getting from the flower walls? Let me know how many people are following us because of the posts and things like that. And we use a platform called dash has been to gather this type of data.
Allison Hartsoe - 09:45 - So a lot of times when people are using social data there, they're confused about how to get quality from social data. How did you use social data that you were creating from the stores and watching on the Instagram accounts to get signal about the right quality customers and perhaps signal for the brand?
Kate Fernandez - 10:08 - We use a lot in social media, so a lot of social hashtags we use our Facebook audience that we kind of go in your emails, see what the audience looks like on Facebook to see, okay, are we getting the right girl? I'm with interesting about it. Is that yes, for the most part, our target demo is coming in, but we were also seeing that women that were a lot older than, you know, the group that we were initially trying to reach, we're posting about it and uh, you know, they were on Facebook about it. They were hashtagging sm, and that was bringing in some stuff at the end of the day, social media data is always a tricky, tricky little beast and I always prefer to use other data that comes from our e-commerce platform. And lately we've been using Custora, so predictive analytics platform is also very important when you're out on stage because it's like social media data isn't always enough.
Kate Fernandez - 11:01 - Your esp data is not always enough. And I think the major thing was we did a lot of surveying and focus groups around the experience. We ask a lot of questions, even if we were there, the, you know, the staff is trained to kind of like asking the question, um, you know, what would you like to see is something that's happening right now they experienced or. So at the cash wrap we have a little note card and at check out the girls will say, hey, um, you know, there's this little note part of the month, um, we're asking everybody what kind of products they want to see at the Winky, let's door. And then the girls would drop it into the survey, um, box and send it over to HQ. And then we see that.
Allison Hartsoe - 11:45 - So let me take them one at a time because there's so much richness there. I want to draw it out a little bit more. So I think what I heard you say is that when you were looking at the social media data that perhaps it was Facebook or another area showed you that there was a broader spread across the demographic that you weren't just looking at a. I think the phrase you used is, is that our girl, how did you figure out the, how to define who was the Winky Lux girl?
Kate Fernandez - 12:16 - Well, I think the company was really born out of women between the ages of 30 to come in and with their makeup bags and dumped them out on the table and kind of talked to us about it. And so the common theme was that they really work faster than traditional makeup companies. Kid get the product to them by. Another thing was really unhappy around the products that they could actually afford it. You know, they had their treasured pieces like a Charlotte Tilbury lipstick or Mascara where it's and more privately. They seemed like they had glitter in their eye when they were talking about it versus their drugstore makeup. And I can vouch for that drugstore makeup; it's just fine. I use a lot of it, but you know, they were kind of like defending or drug store purchases, so like, oh yeah, you know,
Kate Fernandez - 13:12 - I got Mascara because I ran out of this or you know, oh that I ran out of my Tom Ford Lipstick and this was the closest match, the pharmacy or something like that. Does that answer your question?
Allison Hartsoe - 13:25 - What's interesting in your focus group? The focus group is 16 to 35, but in your answer a few minutes ago, I'm pretty sure I heard you say something about women that might be my age older than 35 and I'm definitely attracted to the brand. So how did you find that broader spread of people who wanted that feminine strength?
Kate Fernandez - 13:45 - Totally. So yeah, so we have discovered our target and focused group way back in 2015, but now in the past year it's like we're noticing there are these bloggers are ageless beauty, and they're posting about Winky Lux, and they have a very serious cult following. You know, they might be kind of like 60 k influencer, not like, Oh, over a hundred k macro influencer data, but those are the groups that are going to be more likely to interact and more likely to push the needle on. So I'm seeing a lot of women in this age group, they're on social media, on our reviews, um, that is powered by Jaco as well as this. One time we went on HSN, and we were like, okay, this is either going to be a total bust, or it can be great. And we ended up selling out in like six minutes.
Allison Hartsoe - 14:37 - Wow.
Kate Fernandez - 14:38 - Yeah. So it's just kind of passing, and it's really just not ignoring certain groups or certain demos just because they aren't cookie cutter.
Allison Hartsoe - 14:47 - Yeah. I, I really liked that, and I think there was that sense of inclusivity in the store too. When you walk in, and you don't like it, it's a different experience then perhaps most people have experienced in a store, but yet there's this sense of, Oh yeah, I belong because I fit these values as opposed to the demographic.
Kate Fernandez - 15:09 - Exactly, It's. It's how you driven.
Allison Hartsoe - 15:10 - Got It. Now you also mentioned Custora, and as you know, we're fans of Custora. Can you talk a little bit about how you think about the predictive side of Custora to look at product sets or to think about better ways to find quality customers or reach out to quality customers?
Kate Fernandez - 15:32 - I think we've reached a point where the data that we were getting our email service provider for our e-commerce platforms or our social media analytics tool, it just wasn't rich enough for us to kind of make the decisions that we wanted to make and really flush out things like our email marketing strategy. So we're, we're looking at the data, and the sources disagree on lifetime value data. Um, and for how we were going to kill a product we were going to kill and are Glossybox, which is, is there a good glass? But it's underwhelming in that it's; it's a loss. You know, there are a lot of different classes out there. Um, so know maybe we should just kill us here. We see the data and customer, and it ends up that while the glosses and seem like one of our best sellers, they actually have the highest lifetime value attached to it and we ended up.
Kate Fernandez - 16:22 - Now we're just waiting a few shared extension for next year. So that kind of helped us in our product strategy. Same thing with our unibrow. We were worried about being abroad unit browse. Um, it's a universal eyebrow pencil. So the unibrow is a funny name, but we were wondering it one of those products that when a woman chooses her eyebrow pencil, it's sticky, you know, she's gonna go back to that. I brought some books. She knows that it works and products like that are slow on the uptake in the beginning because you know, you really have to convince the girl or the man, you know, I don't judge whether or not they should be using this. And then once they have it in their hands, the hope is that they become returning customers and we see with a customer that that's the case announced. We're definitely thinking about making the second version that might be like a micro based on some reviews that we've had and the data that we found on the store,
Allison Hartsoe - 17:15 - So let's talk about that a minute because I want to make sure people understand when you say lifetime value, you're not talking about the lifetime value of the product or the product volume sales. As we talked about on the show quite a lot. We talk about customer lifetime value. So what you are seeing is that people buying a certain product had a longer life. I had a higher lifetime value or perhaps an interesting trend line that made you say, hey, we don't want to kill that product because that's just going to. It's actually called the product death spiral. A. There's A. There's a great example from that. Pete Fader uses in his Wharton classes, and I don't know if it came from there originally, but his example goes something like this like a grocery store sees that they have a certain spread of products and some are making money, and some aren't.
Allison Hartsoe - 18:06 - They start cutting out the ones that aren't making money, but as a result the sales spiral down and down and down because people who are valuable customers, when you change the lens that we're buying, let's say beer and diapers were suddenly not able to get the beer, so they don't buy the diapers. So you invoke this spiral.
Kate Fernandez - 18:28 - Totally. Yeah.
Allison Hartsoe - 18:28 - Yeah. So, so here you're looking at customer lifetime value. Was it hard to figure out where to cut that line? In other words, there might be a group that is very clear, high-value customers and then there's kind of this middle gray area. Did you have to wrestle with that at all?
Kate Fernandez - 18:46 - Oh definitely. So using that the data on Custora, we were able to identify who are low-value customers and figure out the strategic email marketing strategy where we gave certain discounts and certain messaging and language that we use to kind of motivate us and it's been working. So it's always great to use this kind of data to make email work for you as opposed to constantly being reactive and sending the same message.
Allison Hartsoe - 19:12 - And I'm so pleased to hear you say that you don't ignore the low-value customers. Can you tell us anymore about the strategy around low value customers because the traditional way to go about it is I've got these high-value customers and I'm going to go hammer my high-value customers to buy more, which as we know on this show is exactly the wrong strategy, but you're also making an effort to really understand those low-value customers. How have you been reaching out to them or looking at them to help create quality?
Kate Fernandez - 19:43 - Like I mentioned, email marketing, a lot of personalization for the group, whether it's a gloomy day or maybe we want to send them like a little pick me up to the New York area. Low-value customers. That might be. I mean obviously like your high-value customers are always going to shop there. Obviously shopping. We still want to give him some love, but the low-value customers could potentially become high-value customers if you just give them a little extra attention. It what we're doing that by email marketing, we're doing that by updating the site and the way that, well we're working on that piece, but figuring out how to make the site look different for low-value customers, things like that.
Allison Hartsoe - 20:23 - And are you thinking about changing? Like if I came to the site and I was a different value tier when I get a different site experience, is that something you're thinking about?
Kate Fernandez - 20:32 - I mean, right. We're still really young, so I'm where I'm done. We can get that going but I think that's a dream that could become a reality and I know some companies are already kind of doing that outside of beauty of faith.
Allison Hartsoe - 20:48 - You told me another story that was interesting when we were talking earlier about the Mascara, and it seemed like that was similar to the gloss story, but what was interesting to me about the Mascara was it almost seemed like it was maybe reaching to the middle-value customers and helping them move up to it. I remember that right. Or maybe you could tell us that story too.
Kate Fernandez - 21:12 - Launching the Mascara again a kind the same situation as someone that they like, it's much harder to get them to try a new Mascara, especially when you're on digital. I mean you can't try them as getting a real part in real life like you don't really know what it looks like. We didn't move into a sampling strategy for the Mascara. We decided not to move forward with the sampling strategy, so how could we kind of get in front of people in a way that will drive them to try the Mascara? We paired it with paper. Perfect. So people perfect is an amazing under eye concealer. I can be used in other areas of the face, but it has a little bit of an orange undertone that cancels out dark circles under your eyes, and it is already a sticky product, but we've really sold people on it. They're obsessed with it.
Kate Fernandez - 21:58 - People love it. If we ever sell out, you know, they hunt us down, and they rate, and they're just like, please get it, give it to me. So we kind of paired it for a day with the Mascara because it's, you know, you get like your bright, sparkly eye like you don't retire, your Mascara opens up your eyes of the law, and it was a perfect pairing. Normally we were in a pair those two things together because those are two things that are kind of like the hard sell, but knowing that the people perfect does so well. Knowing that from the data on Custora we see that it has a really high ltd attached to it. We're like okay, let's try it. And it, it worked.
Allison Hartsoe - 22:36 - That's perfect. What a great strategy because I think in luxury retail, correct me if I'm wrong or maybe in traditional retail strategy is more of a feel, you know, hey we've got a lot of products here, but we don't have a lot of products there. So maybe if we slammed these two together, we'll get some lift. Is that generally how it would work?
Kate Fernandez - 22:56 - Totally. Yeah. I mean we do that all the time. We do that all the time. We're constantly testing, always be testing something that Natalie actually told me during my interview process with abt always be testing. So, um, we do a lot of gut stuff, what we're trying to get better at using this type of data and this type of thinking because we think this is really how we're going to kind of propel ourselves into the next level.
Allison Hartsoe - 23:23 - Right. Right. A lot of companies struggle with the ability to get that insight. They get that, you know, hey, this is really what we should be doing. And then they have a hard time operationalizing it. So pushing it into the system. Do you think that it's just the DNA of Winky Lux that you're moving faster, fast brand, so everything moves along in marketing faster than it might move at a traditional company or is there some special way that you get people onboard to try the test?
Kate Fernandez - 23:54 - I think that it really is a cultural thing from an outsider's perspective. I think that it's extremely impressive and very scary when they come in. They're like, wow. And I definitely felt that way. So, um, I think it's just something that isn't everybody, you know, our hiring process is that everybody, I mean everybody does, you know, during the interview process, but we seem to find talent that can keep up with the pace
Allison Hartsoe - 24:29 - in the first place.
Kate Fernandez - 24:31 - Yeah. We have a lot of hybrids. We have a lot of people that wear many hats, and that likes to wear many hats because not everybody is built for a startup environment, but it's that agility that I think is the reason why we were able to grow so quickly.
Allison Hartsoe - 24:47 - Let's summarize a little bit. Let's say that I'm convinced and I want to try to grow high-quality customers for my brand. Where should I begin? What should I do first, second or third? Because there's a lot of goodness and what we've been talking about. Well, how can I begin?
Kate Fernandez - 25:05 - You know, I, I think I mentioned this a little earlier, everybody knows their target demo know very early on, you know, what your target demo is and that should always be the focus. But you sit in ignore smaller segments that could potentially have, you know, the higher level value. I think that sometimes can be. It can be so hyperfocused on just that one group that turns missing all of these opportunities to kind of pop the final.
Allison Hartsoe - 25:30 - I really like what you're saying there because I think people get hung up on volume as opposed to quality and really what you see in those smaller segments is quality. And I at one point where you had a major brand post you and you were looking at the progress of that versus a smaller brand. Which kind of segment, right?
Kate Fernandez - 25:53 - So larger brands had about 16 million followers on Instagram, and we're so excited to be posted. We were like, okay, we're still going to be great. It's going to drive a lot of followers. I have all. And we actually being that it didn't really result in that. I mean it was decent, but it wasn't great. It didn't drive any revenue for us. It actually made it worse. It was a bad day. And then when we post posted a much smaller brand, and you know, we thought way more from that in our Hudson and analytics tool. Another, another example of this is I handle brand partnerships here at Winky Lux, and we do a lot of these sample drops. We had a brand that had a very closely matched demo. It was this girl definitely going to want Winky Lux, what we do when we do a sample drop as we swapped and included either a buyback Carter email that kind of leaves the client on the, on the other brand side to our sites.
Kate Fernandez - 26:50 - And so when we did this with them, it didn't really perform, and we couldn't understand why it could sit in perform where like the scroll is Winky. Um, then, you know, a couple months down the line we did the same thing with another partner. The demo didn't seem to be the perfect fit, but it was a different girl who still had some similar interests a little older than what we thought we should be doing. And that outperformed the other brand partnership tremendously. And it was great because now we have this different girl and now we have this new girl, and it's a new segment to kind of explore and figure out and now I'm running a couple of different partnerships that have similar demos to the more successful sample job campaign.
Allison Hartsoe - 27:34 - Fantastic. Did you get data back from your partners or were you just looking at your own data coming in? It was really successful.
Kate Fernandez - 27:41 - We swapped the data, you know, we'll always have a call in a meeting where we go over performance, the sales engagement, things like that.
Allison Hartsoe - 27:52 - That's fantastic. And that really makes the point about the target demographic and not ignoring those smaller segments because of the need to look at quality versus volume. What else should I do if I'm trying to get started?
Kate Fernandez - 28:04 - I mean obviously it's all about data, but I think that really focus groups. I mean we were literally born out of a focus group. I think focus groups are very important. Surveying purchaser and Non Purchaser survey nonpurchasers actually help us drive some revenue. We, we offered a discount if they completed the survey and it was a very long survey, and these people had never purchased before, but we had an 85 percent completion rate because they wanted that discount. So it was a group that we were able to tap into, um, to kind of understand why, you know, why aren't you buying from us? And then I think that a survey strategy is very important.
Allison Hartsoe - 28:44 - I think it really captures that voice of the customer, which so many people tend to. We get very focused on day to day to data, but then there can be confounding factors in the data that you can't sort out unless you have the customer's voice. And I've seen this much more proactively in the retail space where you're willing to pick up the phone and call the customer and start to understand why. And it seems like you're getting some of that depth from the survey data.
Kate Fernandez - 29:10 - Definitely.
Allison Hartsoe - 29:11 - Do you plan to keep in touch with the customers in such a way that you're able to constantly keep a tab on that voice? Or do you use social media to really keep a tab on what your customer is wanting and what they're up to? How do you, how do you sort out the voice
Kate Fernandez - 29:28 - Surveying initiatives that go on at the same time? So we have our brand ambassador program is under the age of micro-influencers, the everyday girl that is with Winky Lux. And so we asked them a lot of questions, and we do this about once a month where either we bring them into a focus group in real life. We choose, you know, the top 25 more active and then we'll also send product out along with questionnaires so that they can kind of give us their feedback and let us know how they felt, what they think about the formula, things like that. But then there's also this other piece of that we're kind of tackling right now, which is sororities were kind of having a separate survey strategy there, and we'll be doing a little more with folks that don't know the brands that for you. We're still very young as a brand, only three years old. So we're now coming into the stage where we're like, okay, we really need to increase our brand awareness, even more, our brand equity, how do we do that? It's going to be serving and having focus groups with people that don't know the brand and has never seen the brands.
Allison Hartsoe - 30:34 - You know, that whole point you just made about increasing the brand equity. I think that's incredibly important because we often talk about customer equity, but the whole point about reaching nonpurchasers is tied to brand equity and what does the brand stand for and do people know about it and are you reaching them correctly. It's almost like that step before we get to customer equity. Is there anything else you'd recommend people do step into this space?
Kate Fernandez - 31:02 - Not to ignore the importance of content and branding. Branding isn't a priority in the very early stages. It causes a lot of messy ass. So now we Mackey or cofounder again, she is a total brand first person basically when he. Her is her aesthetic and her university, her mind, and I think it's that branding that made us so successful so early often and not kind of nailing that down as you are in the initial stages and trying to figure out who this target demo is and who were the, you know, the sub demos that you should be looking at. If you don't have a personality, you can't really follow through, and you can't really get the right people
Allison Hartsoe - 31:47 - And you knew who you are and it's perhaps like you said, the brand express through her through the personality that's. That's something that is maybe unique because you're so close as a team, but it's also critical. Critically important at the very beginning is to have that sense of who you are.
Kate Fernandez - 32:10 - Exactly.
Allison Hartsoe - 32:11 - Okay. Well, Kate, if people want to reach you or get in touch, is there a way that they can contact you?
Kate Fernandez - 32:20 - So, it's just firstname.lastname@example.org. Feel free to email me with any questions or if you just want to say hi.
Allison Hartsoe - 32:26 - If they happened to be in New York City, where can they check out the experience store?
Kate Fernandez - 32:31 - Yeah, so our experience are located in Soho. It's 430 West Broadway, and it's a really nice street, so I highly recommend it's a great walking neighborhood.
Allison Hartsoe - 32:41 - It is a beautiful neighborhood, and we will cross-link to that in the show notes too, just so people can easily pull it up on Google maps and find it, so I really want to thank you for being with us today. Kate, as always, links to everything we discussed, Winky Lux website and the store and anything else we've talked about will appear at ambitiondata.com/podcast. I'm Kate. It's been wonderful having you on the show and hearing about the strategies that you're a young company is bringing forward and really revolutionizing the whole way that we talked to people and reached it. Reach out to people. Thank you for sharing those.
Kate Fernandez - 33:19 - Thank you for having me.
Allison Hartsoe - 33:20 - Remember everyone, as you use your data effectively, you can build customer equity. It's not magic, just a very specific journey that you can follow to get results. Thank you for joining today's show. This is your host, Allison Hartsoe, and I have two gifts for you. First, I've written a guide for the customer-centric CMO, which contains some of the best ideas from this podcast, and you can receive it right now. Simply text, ambitiondata, one word to 31996 and after you get that white paper, you'll have the option for the second gift, which is to receive The Signal. Once a month. I put together a list of three to five things I've seen that represent customer equity signal, not noise and believe me; there's a lot of noise out there. Things I include could be smart tools. I've run across articles, I've shared cool statistics, or people and companies I think are making amazing progress as they build customer equity. I hope you enjoy the CMO guide and The Signal. See you next week on the Customer Equity Accelerator.