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Best Strategies for Selling SaaS in 2022

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Propelled by the increase in demand for cloud-based services over the previous two years, Software as a Service, or SaaS for short, remains one of the most competitive markets in 2022.

If done right, SaaS solutions can be used to attract more customers, increase sales and revenue, as well as bolster long-term business growth. That is why the process of effectively marketing and selling SaaS products is crucial to the success of any SaaS enterprise.

Before we get into some of the tried-and-true strategies on selling SaaS services, let’s go over the basics.

How Does Selling SaaS Work?

The main benefit of the SaaS model is that the end-user is not required to download or install any programs (app counterparts notwithstanding) in order to use the service. They simply pay the indicated price and gain access to it immediately.

A typical SaaS product is managed by a team of customer experience professionals and supported by the SaaS provider’s engineers. The pricing model is normally subscription-based, which is why your focus should be on promoting higher-end iterations of your service (upselling), as well as retaining existing customers while simultaneously seeking out new ones.

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To summarize, we can see that SaaS marketing boils down to the following 3 stages:

  1.  Acquisition: finding (new) customers
  2.  Conversion: getting your customers to buy your product and become subscribers
  3.  Retention: retaining those subscribers so that they keep paying for your product

Rather than merely closing a deal and moving on to the next lead, selling your SaaS products effectively entails asking customers to continue purchasing them on a monthly or annual basis.

It’s a win-win situation: instead of the clients spending hundreds of dollars on a product package that will be obsolete next year, they can get the latest version with ongoing maintenance for a much cheaper monthly charge. In exchange, SaaS businesses have a steady stream of revenue.

However, as SaaS has grown in popularity, so has the competition, and clients are able to switch from one service to another at any moment. Therefore, if you want to increase your SaaS sales, you must properly show the long-term value of your service, communicate your latest product changes and explain why it is the best option on the market.

Because marketing and selling your SaaS product is competitive and complex, provide your team with a SaaS dashboard of comprehensive business metrics so that everyone knows the status of sales and marketing at any given time. Much of SaaS success depends on making progress swiftly, so a single source of valid information is an essential management tool.  

Tailor Your Lead Generation Strategy to Your Niche

Best Strategies for Selling SaaS in 2022

There are as many different strategies to generate leads for your business as there are SaaS products. That is why you will always need to tailor your lead generation methods according to your niche.

One of the biggest differences is whether you’re marketing to consumers (also known as end users) or other businesses. B2C prospects make their own purchasing decisions and are usually in a position to commit as soon as they’re convinced; however, they’re skeptical and may require a free trial before they feel comfortable providing payments or personal information. B2B SaaS marketing targets prospects who typically share decisions among colleagues (although sometimes it’s not clear who has authority to make the final decision). They have to request or negotiate the budget and may need detailed technical information to ensure compatibility with their existing systems or security protocols.

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Generally, consumer niches provide faster sales but prefer lower prices, while business niches require a longer sales process but can be more lucrative.

So, tailor your strategy to your niche; however, be aware of these relatively universal lead generation approaches that you can adapt to many different types of markets.

Search Engine Optimization

Search engines remain major drivers of leads for many SaaS businesses. To stay on top of your SEO game, always keep an eye on your rankings to detect keywords which bring about high volumes of traffic, but also focus on putting out quality content to drive the right kind of traffic which turns into qualified leads that are ready to become buyers.

Content Marketing

Similarly to what is stated above, the content you publish for the purposes of promoting your SaaS solution should match the needs and interests of potential customers. You can achieve this by mapping along their customer journey. Does your content include the kind of information that prospective buyers are looking for when they set out to find a product or service like yours? To obtain organic traffic and leads, you should be blogging and posting on social media on a regular basis about topics that are important to your target audience.

Landing Pages and Ads

Perhaps the most obvious one, landing pages and ads, often perform well when it comes to lead generation. Although somewhat on the expensive side, a well-designed Google Ads or similar marketing campaign combined with an optimized landing page can be a winning combo when it comes to generating leads.

Specialty Marketing

Some niches or sub-niches achieve success using narrow marketing channels. For example, if your SaaS product targets train or bus riders, then you might reach them using a combination of location analytics that tell you when the terminal is full, and closed network video advertising that plays your ad on display boards when there are more than 100 people present. Or if you target the higher education fundraising market, you might learn that their SaaS solutions must incorporate telephone calling components, so automated phone calling to help market your solution could make sense.

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Tell a Story with Your Product

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Product storytelling plays a huge part in how well you position your SaaS solution on the market, which consequently impacts the success of your sales. Great stories garner greater attention, and it takes marvelous storytelling to stand out, strike a chord with your audience and incentivize them to become buyers.

Apart from offering a SaaS product that addresses the needs of your niche (be it B2C or B2B), try to craft a memorable marketing and sales narrative in relation to your product.

Then, when your salespeople contact the leads your storytelling develops, find out how to tailor your sales pitch to them individually using AI solutions such as Crystal, which provides you with insights about the behavioral traits and preferences of each person your sales team contacts. Together with great storytelling, this two-step approach can speed up the process of selling and help you achieve better results.  

To get a better understanding of what your outreach strategy should be, think about the following things:

  • The emotions you want to evoke from your audience. Do you want them to feel motivated, empowered, understood, or simply happy when reading about the story behind your product? Provide enough information to support those emotions.
  • Making your story relatable and genuine. You are selling a product to real people with diverse (but hopefully common) interests. What ties them together and how does your solution address those interests? Be clear about what your purpose is and communicate it with passion, as people always gravitate more towards genuine and inspiring narratives.
  • Stories about people. At its core, your story is always about someone. For example, explain the benefits of your service through the eyes of a user. Or, think about the unsung heroes at your company—the folks with interesting positions who don’t usually communicate with the general public, and tell their stories as well.

Free Trials and Freemiums

1653548814 722 Best Strategies for Selling SaaS in 2022

Here are some oldies, but goldies.

Free Trials

If you are looking to lock in prospective buyers, offer a free trial for a fixed time period (e.g. 30 days). A free trial accomplishes the goal of getting people to demo your SaaS product or service because they can do it for free. Generally, some type of core functionality that delivers massive benefits is not included in the free plan but in the ‘freemium’ version.

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Freemium

The freemium model is a twist on the free trial. It allows limited access to the entire suite of premium tools. The idea behind this strategy is that, for the general population, upgrading to a paid premium subscription is necessary to maximize the benefits that the tool brings to the table. It essentially acts as an incentive to upgrade to the highest level of subscription.

If you are launching a new product and want to demonstrate its uses to as many people as possible, it would be clever not to require credit card information to gain access to the trial version. However, do ask your customers to leave their email and some basic information so you could build your lead database.

Different Payment Plans for Different Customers

Remember to think about diversifying your subscription plans to target different kinds of customers and maximize your audience reach.

For example, if you’re marketing your SaaS product to consumers (B2C), you might want to appeal to them based on typical income ranges, profession, or some combination of the above. Let’s say your SaaS product has an app that helps independent service people who work from their vehicles (not from an office) measure how much time and fuel they spend on various parts of their job.

To find the right parts of your market, you’ll want to search for average salaries earned by these consumers. You might learn that grocery delivery people make too little to afford a SaaS subscription at your “main” price, but a HVAC technician’s salary is enough to make them a good prospect. So, you offer a bare-bones version of your product at just a few dollars for grocery deliverers, but a full version for HVAC and similar technicians at a mainstream price.

If you’re marketing your SaaS product to businesses (B2B), you might want to base your pricing on the number of users. So, a company with just a few users might pay the full $59/month per person for a subscription, but if the company buys subscriptions for hundreds of its employees, you could drop the price to $39 per person. If they have thousands of employees who subscribe, you could drop the price to just $20 per person  – everybody wins.  

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Keep an Eye on Competition

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Although not a sales strategy per se, it goes without saying that the success of your business will partly depend on whatever field you are looking to position yourself in as a SaaS provider.

Whether you are offering a new product in an established market (e.g. you’re starting an online course platform), or pioneering a new niche, it is helpful to look at what other, similar companies already have on offer, and even check out what their customers are saying about them.

Points to Think About

Is there an element of your competitor’s SaaS product that their customers are not happy with, e.g. the product dashboard or subscription options? Could you add or improve this element in your own service, then market it by specifically emphasizing this improved feature?

Is there something your competitors are doing better than you that might appeal to your own customers and drive new ones to buy your product?

Healthy competition is knowing what your competitors are doing and using that to advance your own business. Aside from letting you stay ahead of the curve, this strategy drives lead generation by capturing the attention of customers who may just be on the lookout for a new or different SaaS provider.

Conclusion

SaaS has always required businesses to think beyond the close, so the most critical aspect of your sales strategies is that they should be proactive.

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Make sure that new and old customers alike keep getting the most out of your product by looking for ways to show initiative by checking that they have everything they need.

If done correctly, everything we have discussed so far will enable you to continue bringing value to your customers and your SaaS business in the long run.

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The power of program management in martech

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The power of program management in martech

As a supporter of the program perspective for initiatives, I recognize the value of managing related projects, products and activities as a unified entity. 

While one-off projects have their place, they often involve numerous moving parts and in my experience, using a project-based approach can lead to crucial elements being overlooked. This is particularly true when building a martech stack or developing content, for example, where a program-based approach can ensure that all aspects are considered and properly integrated. 

For many CMOs and marketing organizations, programs are becoming powerful tools for aligning diverse initiatives and driving strategic objectives. Let’s explore the essential role of programs in product management, project management and marketing operations, bridging technical details with business priorities. 

Programs in product management

Product management is a fascinating domain where programs operate as a strategic framework, coordinating related products or product lines to meet specific business objectives.

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Product managers are responsible for defining a product or product line’s strategy, roadmap and features. They work closely with program managers, who ensure alignment with market demands, customer needs and the company’s overall vision by managing offerings at a program level. 

Program managers optimize the product portfolio, make strategic decisions about resource allocation and ensure that each product contributes to the program’s goals. One key aspect of program management in product management is identifying synergies between products. 

Program managers can drive innovation and efficiency across the portfolio by leveraging shared technologies, customer insights, or market trends. This approach enables organizations to respond quickly to changing market conditions, seize emerging opportunities and maintain a competitive advantage. Product managers, in turn, use these insights to shape the direction of individual products.

Moreover, programs in product management facilitate cross-functional collaboration and knowledge sharing. Program managers foster a holistic understanding of customer needs and market dynamics by bringing together teams from various departments, such as engineering, marketing and sales.

Product managers also play a crucial role in this collaborative approach, ensuring that all stakeholders work towards common goals, ultimately leading to more successful product launches and enhanced customer satisfaction.

Dig deeper: Understanding different product roles in marketing technology acquisition

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Programs in project management

In project management, programs provide a structured approach for managing related projects as a unified entity, supporting broader strategic objectives. Project managers are responsible for planning, executing and closing individual projects within a program. They focus on specific deliverables, timelines and budgets. 

On the other hand, program managers oversee these projects’ coordination, dependencies and outcomes, ensuring they collectively deliver the desired benefits and align with the organization’s strategic goals.

A typical example of a program in project management is a martech stack optimization initiative. Such a program may involve integrating marketing technology tools and platforms, implementing customer data management systems and training employees on the updated technologies. Project managers would be responsible for the day-to-day management of each project. 

In contrast, the program manager ensures a cohesive approach, minimizes disruptions and realizes the full potential of the martech investments to improve marketing efficiency, personalization and ROI.

The benefits of program management in project management are numerous. Program managers help organizations prioritize initiatives that deliver the greatest value by aligning projects with strategic objectives. They also identify and mitigate risks that span multiple projects, ensuring that issues in one area don’t derail the entire program. Project managers, in turn, benefit from this oversight and guidance, as they can focus on successfully executing their projects.

Additionally, program management enables efficient resource allocation, as skills and expertise can be shared across projects, reducing duplication of effort and maximizing value. Project managers can leverage these resources and collaborate with other project teams to achieve their objectives more effectively.

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Dig deeper: Combining martech projects: 5 questions to ask

Programs in marketing operations

In marketing operations, programs play a vital role in integrating and managing various marketing activities to achieve overarching goals. Marketing programs encompass multiple initiatives, such as advertising, content marketing, social media and event planning. Organizations ensure consistent messaging, strategic alignment, and measurable results by managing these activities as a cohesive program.

In marketing operations, various roles, such as MOps managers, campaign managers, content managers, digital marketing managers and analytics managers, collaborate to develop and execute comprehensive marketing plans that support the organization’s business objectives. 

These professionals work closely with cross-functional teams, including creative, analytics and sales, to ensure that all marketing efforts are coordinated and optimized for maximum impact. This involves setting clear goals, defining key performance indicators (KPIs) and continuously monitoring and adjusting strategies based on data-driven insights.

One of the primary benefits of a programmatic approach in marketing operations is maintaining a consistent brand voice and message across all channels. By establishing guidelines and standards for content creation, visual design and customer interactions, marketing teams ensure that the brand’s identity remains cohesive and recognizable. This consistency builds customer trust, reinforces brand loyalty and drives business growth.

Programs in marketing operations enable organizations to take a holistic approach to customer engagement. By analyzing customer data and feedback across various touchpoints, marketing professionals can identify opportunities for improvement and develop targeted strategies to enhance the customer experience. This customer-centric approach leads to increased satisfaction, higher retention rates and more effective marketing investments.

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Dig deeper: Mastering the art of goal setting in marketing operations

Embracing the power of programs for long-term success

We’ve explored how programs enable marketing organizations to drive strategic success and create lasting impact by aligning diverse initiatives across product management, project management and marketing operations. 

  • Product management programs facilitate cross-functional collaboration and ensure alignment with market demands. 
  • In project management, they provide a structured approach for managing related projects and mitigating risks. 
  • In marketing operations, programs enable consistent messaging and a customer-centric approach to engagement.

Program managers play a vital role in maintaining strategic alignment, continuously assessing progress and adapting to changes in the business environment. Keeping programs aligned with long-term objectives maximizes ROI and drives sustainable growth.

Organizations that invest in developing strong program management capabilities will be better positioned to optimize resources, foster innovation and achieve their long-term goals.



As a CMO or marketing leader, it is important to recognize the strategic value of programs and champion their adoption across your organization. By aligning efforts across various domains, you can unlock the full potential of your initiatives and drive meaningful results. Try it, you’ll like it.

Fuel for your marketing strategy.

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Opinions expressed in this article are those of the guest author and not necessarily MarTech. Staff authors are listed here.

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2 Ways to Take Back the Power in Your Business: Part 2

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2 Ways to Take Back the Power in Your Business: Part 2

2 Ways to Take Back the Power in Your Business

Before we dive into the second way to assume power in your business, let’s revisit Part 1. 

Who informs your marketing strategy? 

YOU, with your carefully curated strategy informed by data and deep knowledge of your brand and audience? Or any of the 3 Cs below? 

  • Competitors: Their advertising and digital presence and seemingly never-ending budgets consume the landscape.
  • Colleagues: Their tried-and-true proven tactics or lessons learned.
  • Customers: Their calls, requests, and ideas. 

Considering any of the above is not bad, in fact, it can be very wise! However, listening quickly becomes devastating if it lends to their running our business or marketing department. 

It’s time we move from defense to offense, sitting in the driver’s seat rather than allowing any of the 3 Cs to control. 

It is one thing to learn from and entirely another to be controlled by. 

In Part 1, we explored how knowing what we want is critical to regaining power.

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1) Knowing what you want protects the bottom line.

2) Knowing what you want protects you from the 3 Cs. 

3) Knowing what you want protects you from running on auto-pilot.

You can read Part 1 here; in the meantime, let’s dive in! 

How to Regain Control of Your Business: Knowing Who You Are

Vertical alignment is a favorite concept of mine, coined over the last two years throughout my personal journey of knowing self. 

Consider the diagram below.

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Vertical alignment is the state of internal being centered with who you are at your core. 

Horizontal alignment is the state of external doing engaged with the world around you.

In a state of vertical alignment, your business operates from its core center, predicated on its mission, values, and brand. It is authentic and confident and cuts through the noise because it is entirely unique from every competitor in the market. 

From this vertical alignment, your business is positioned for horizontal alignment to fulfill the integrity of its intended services, instituted processes, and promised results. 

A strong brand is not only differentiated in the market by its vertical alignment but delivers consistently and reliably in terms of its products, offerings, and services and also in terms of the customer experience by its horizontal alignment. 

Let’s examine what knowing who you are looks like in application, as well as some habits to implement with your team to strengthen vertical alignment. 

1) Knowing who You are Protects You from Horizontal Voices. 

The strength of “Who We Are” predicates the ability to maintain vertical alignment when something threatens your stability. When a colleague proposes a tactic that is not aligned with your values. When the customer comes calling with ideas that will knock you off course as bandwidth is limited or the budget is tight. 

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I was on a call with a gal from my Mastermind when I mentioned a retreat I am excited to launch in the coming months. 

I shared that I was considering its positioning, given its curriculum is rooted in emotional intelligence (EQ) to inform personal brand development. The retreat serves C-Suite, but as EQ is not a common conversation among this audience, I was considering the best positioning. 

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She advised, “Sell them solely on the business aspects, and then sneak attack with the EQ when they’re at the retreat!” 

At first blush, it sounds reasonable. After all, there’s a reason why the phrase, “Sell the people what they want, give them what they need,” is popular.

Horizontal advice and counsel can produce a wealth of knowledge. However, we must always approach the horizontal landscape – the external – powered by vertical alignment – centered internally with the core of who we are. 

Upon considering my values of who I am and the vision of what I want for this event, I realized the lack of transparency is not in alignment with my values nor setting the right expectations for the experience.

Sure, maybe I would get more sales; however, my bottom line — what I want — is not just sales. I want transformation on an emotional level. I want C-Suite execs to leave powered from a place of emotional intelligence to decrease decisions made out of alignment with who they are or executing tactics rooted in guilt, not vision. 

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Ultimately, one of my core values is authenticity, and I must make business decisions accordingly. 

2) Knowing who You are Protects You from Reactivity.

Operating from vertical alignment maintains focus on the bottom line and the strategy to achieve it. From this position, you are protected from reacting to the horizontal pressures of the 3 Cs: Competitors, Colleagues, and Customers. 

This does not mean you do not adjust tactics or learn. 

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However, your approach to adjustments is proactive direction, not reactive deviations. To do this, consider the following questions:

First: How does their (any one of the 3 Cs) tactic measure against my proven track record of success?

If your colleague promotes adding newsletters to your strategy, lean in and ask, “Why?” 

  • What are their outcomes? 
  • What metrics are they tracking for success? 
  • What is their bottom line against yours? 
  • How do newsletters fit into their strategy and stage(s) of the customer journey? 

Always consider your historical track record of success first and foremost. 

Have you tried newsletters in the past? Is their audience different from yours? Why are newsletters good for them when they did not prove profitable for you? 

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Operate with your head up and your eyes open. 

Maintain focus on your bottom line and ask questions. Revisit your data, and don’t just take their word for it. 

2. Am I allocating time in my schedule?

I had coffee with the former CEO of Jiffy Lube, who built the empire that it is today. 

He could not emphasize more how critical it is to allocate time for thinking. Just being — not doing — and thinking about your business or department. 

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Especially for senior leaders or business owners, but even still for junior staff. 

The time and space to be fosters creative thinking, new ideas, and energy. Some of my best campaigns are conjured on a walk or in the shower. 

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Kasim Aslam, founder of the world’s #1 Google Ads agency and a dear friend of mine, is a machine when it comes to hacks and habits. He encouraged me to take an audit of my calendar over the last 30 days to assess how I spend time. 

“Create three buckets,” he said. “Organize them by the following:

  • Tasks that Generate Revenue
  • Tasks that Cost Me Money
  • Tasks that Didn’t Earn Anything”

He and I chatted after I completed this exercise, and I added one to the list: Tasks that are Life-Giving. 

Friends — if we are running empty, exhausted, or emotionally depleted, our creative and strategic wherewithal will be significantly diminished. We are holistic creatures and, therefore, must nurture our mind, body, soul, and spirit to maintain optimum capacity for impact. 

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I shared this hack with a friend of mine. Not only did she identify meetings that were costing her money and thus needed to be eliminated, but she also identified that particular meetings could actually turn revenue-generating! She spent a good amount of time each month facilitating introductions; now, she is adding Strategic Partnerships to her suite of services. 


ACTION: Analyze your calendar’s last 30-60 days against the list above. 

Include what is life-giving! 

How are you spending your time? What is the data showing you? Are you on the path to achieving what you want and living in alignment with who you want to be?

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Share with your team or business partner for the purpose of accountability, and implement practical changes accordingly. 


Finally, remember: If you will not protect your time, no one else will. 

3) Knowing who You are Protects You from Lack. 

“What are you proud of?” someone asked me last year. 

“Nothing!” I reply too quickly. “I know I’m not living up to my potential or operating in the full capacity I could be.” 

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They looked at me in shock. “You need to read The Gap And The Gain.”

I silently rolled my eyes.

I already knew the premise of the book, or I thought I did. I mused: My vision is so big, and I have so much to accomplish. The thought of solely focusing on “my wins” sounded like an excuse to abdicate personal responsibility. 

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But I acquiesced. 

The premise of this book is to measure one’s self from where they started and the success from that place to where they are today — the gains — rather than from where they hope to get and the seemingly never-ending distance — the gap.

Ultimately, Dr. Benjamin Hardy and Dan Sullivan encourage changing perspectives to assign success, considering the starting point rather than the destination.

The book opens with the following story:

Dan Jensen was an Olympic speed skater, notably the fastest in the world. But in each game spanning a decade, Jansen could not catch a break. “Flukes” — even tragedy with the death of his sister in the early morning of the 1988 Olympics — continued to disrupt the prediction of him being favored as the winner. 

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The 1994 Olympics were the last of his career. He had one more shot.

Preceding his last Olympics in 1994, Jansen adjusted his mindset. He focused on every single person who invested in him, leading to this moment. He considered just how very lucky he was to even participate in the first place. He thought about his love for the sport itself, all of which led to an overwhelming realization of just how much he had gained throughout his life.

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He raced the 1994 Olympic games differently, as his mindset powering every stride was one of confidence and gratitude — predicated on the gains rather than the gap in his life. 

This race secured him his first and only gold medal and broke a world record, simultaneously proving one of the most emotional wins in Olympic history. 

Friends, knowing who we are on the personal and professional level, can protect us from those voices of shame or guilt that creep in. 


PERSONAL ACTION: Create two columns. On one side, create a list of where you were when you started your business or your position at your company. Include skills and networks and even feelings about where you were in life. On the other side, outline where you are today. 

Look at how far you’ve come. 

COMPANY ACTION: Implement a quarterly meeting to review the past three months. Where did you start? Where are you now? 

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Celebrate the gain!

Only from this place of gain mindset, can you create goals for the next quarter predicated on where you are today.


Ultimately, my hope for you is that you deliver exceptional and memorable experiences laced with empathy toward the customer (horizontally aligned) yet powered by the authenticity of the brand (vertically aligned). 

Aligning vertically maintains our focus on the bottom line and powers horizontal fulfillment. 

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Granted, there will be strategic times and seasons for adjustment; however, these changes are to be made on the heels of consulting who we are as a brand — not in reaction to the horizontal landscape of what is the latest and greatest in the industry. 

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In Conclusion…

Taking back control of your business and marketing strategies requires a conscious effort to resist external pressures and realign with what you want and who you are.

Final thoughts as we wrap up: 

First, identify the root issue(s).

Consider which of the 3 Cs holds the most power: be it competition, colleagues, or customers.

Second, align vertically.

Vertical alignment facilitates individuality in the market and ensures you — and I — stand out and shine while serving our customers well. 

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Third, keep the bottom line in view.

Implement a routine that keeps you and your team focused on what matters most, and then create the cascading strategy necessary to accomplish it. 

Fourth, maintain your mindsets.

Who You Are includes values for the internal culture. Guide your team in acknowledging the progress made along the way and embracing the gains to operate from a position of strength and confidence.

Fifth, maintain humility.

I cannot emphasize enough the importance of humility and being open to what others are doing. However, horizontal alignment must come after vertical alignment. Otherwise, we will be at the mercy of the whims and fads of everyone around us. Humility allows us to be open to external inputs and vertically aligned at the same time.

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Buckle up, friends! It’s time to take back the wheel and drive our businesses forward. 

The power lies with you and me.


Disruptive Design Raising the Bar of Content Marketing with Graphic

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Roundel Media Studio: What to Expect From Target’s New Self-Service Platform

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Commerce


By Tinuiti Team

Roundel™ Media Studio (RMS) has arrived, revolutionizing Target’s advertising game. This self-service platform offers seamless activation, management, and analysis of Target Product Ads, with more solutions on the horizon.

Powered by first-party data from both in-store and online shoppers, RMS provides new audience insights. Coupled with Target’s new loyalty program, Circle 360, advertisers gain precision targeting like never before.

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But Target isn’t stopping there. With the rollout of a paid membership program on April 7th, bundling Target Circle, the Circle Card, and Shipt delivery, Target is elevating its media and membership offerings to rival the likes of Walmart and Amazon.

Curious to learn more? We sat down with our experts at Tinuiti to dive deeper into the potential implications of this platform for brands and advertisers alike.

What is Roundel Media Studio?

Roundel™ Media Studio is an integrated platform that consolidates various solutions and tools offered by Roundel™. At its core, it kicks off with our sponsored product ads, known as Target Product Ads by Roundel™.

example of target roundel ad
Example of Target Product Ads by Roundel™
Image Source: Target.com

This comprehensive platform grants access to the complete range of Target Product Ad placements, featuring tailored slots like “More to Consider” and “Frequently Bought Together” to enhance relevance and personalization.

Moreover, Roundel™ Media Studio operates without any DSP or access fees for Target Product Ads, ensuring that your media budget is optimized to deliver greater efficiency, more clicks, and ultimately, increased sales.

“One of the larger benefits of the transition is that advertisers have an opportunity to capitalize on the additional dollars saved by switching to RMS. Without the 20% fee, brands can re-invest those funds to scale campaigns or optimize budgets, all without having to allocate more funds which drives better results. Roundel™ is putting more control in the hands of advertisers by introducing this new self-service platform.”

– Averie Lynch, Specialist, Strategic Services at Tinuiti

To summarize, key benefits of using RMS include:

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  • No Access or DSP Fees
  • All Target Product Ads Inventory
  • 1st Price Auction with Existing Floor Prices
  • Closed Loop Sales & Attribution
  • Billing via Criteo Insertion Order
  • Access Using Partners Online

How to access Roundel Media Studio 

According to Target, there’s 3 steps to access Roundel™ Media Studio:

Step 1. Check that you have a Partners Online (POL) account for access. Don’t have one? Reach out to your POL admin to get set up with an account (reach out if you need help locating your organization’s admin). 

Step 2. Once you have gotten access to POL, reach out to your Roundel representative who will grant you access to the platform. 

Step 3. Users can access Roundel™ Media Studio in 2 ways:

Roundel Media Studio Best Practices

Target offers a variety of tips on how to best leverage their latest offering to drive performance. 

Let’s take a look at the latest best practices for strategies such as maximizing efficiency or driving sales revenue. 

Recommended bidding tactics for maximizing efficiency:

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  • Set your line-item optimizer to Revenue for the highest return on ad spend (ROAS) or to Conversions for the lowest Cost per Order (CPO).
  • Since the Revenue and Conversions optimizers modulate the CPC you enter to maximize performance, it is useful to set a CPC cap to make sure that your bid will not exceed the maximum amount you wish to pay. The CPC cap should always remain at least 30% above the bid you enter to allow the engine to optimize effectively.
  • Set your bids competitively to balance scale and performance (ROAS or CPO) targets.
  • Optimize bids with respect to your CPO targets: lower CPCs slightly to increase efficiency, or raise them to increase scale

Recommended bidding tactics for maximizing sales revenue:

  • Set the line-item optimizer to Revenue.
  • Set bids to maximize scale and competitiveness while staying above KPI thresholds. Since the Revenue optimizer modulates the CPC you enter to maximize performance, it is useful to set a CPC cap to make sure that your bid will not exceed the maximum amount you wish to pay.
  • Adjust your bids progressively and preferably at the product level: filter the top products by Spend and then slightly reduce any bids that have a ROAS below your threshold.
  • In general, slightly lower CPC to increase efficiency or raise CPC to increase win rates and therefore increase sell-through.

Takeaways & Next Steps

This is just the start for RMS. In the future, Tinuiti will continue its partnership with Roundel to refine features and introduce additional ad types and functionalities.

When exploring any new advertising opportunity, the best results are typically realized when partnering with a performance marketing agency that understands the unique landscape. Our team boasts years of hands-on experience advertising in new and established marketplaces, including Amazon, Walmart, and Target. Working directly with Roundel, we ensure our clients’ ads harness the full functionality and features Target has to offer, with results-oriented scalability baked in.

Ready to learn more about how we can help your brand? Reach out to us today!

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