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Community Building for Retention, Awareness, Loyalty, Content, & Member Advocacy

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Community Building for Retention, Awareness, Loyalty, Content, & Member Advocacy

A little birdy told me you want to know what this “Community” stuff is you keep hearing about. I promise it’s not scary, at least not as frightening as Data Tracking and Analytics. 

Ahh, Numbers!

Community Building for Retention Awareness Loyalty Content Member Advocacy

No need to worry, you’re safe here, and the data can’t get you. At least, not in this particular post. 

Community is a tale as old as time and is simply evolving along with humanity; perhaps it’s time you join the party! 

I like curiosity so allow me to be your guide through the magical and underrated world of Community Building. By the time you finish reading, you’ll know what a Community is, why you should want one, and what a Community Builder can do for you.

What is Community, and why is it important?

If you ask the peeps at Merriam-Webster, the TL;DR version is that a community is people with common interests living in a particular area, or a group of people with a common characteristic or interest living together within a larger society. That’s not a bad definition if you ask me, but I think we can do better in this case.

Community is not a place—not even that arcade you and your friends used to frequent—and despite the common misconception, it’s not an exchange of information over the internet. Community is about a feeling and relationships built among people. As DigitalMarketer says, it’s “a segment of people who form relationships due to shared goals, experiences, and interests”. 

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Community members will have built a sense of trust, belonging, and caring for each other. 

That warm, fuzzy feeling of community comes from shared experiences and shared history… uncommon commonalities, you could say. 

Like I said, a tale as old as time. We’ve all been a member of communities in one way or another, even if it wasn’t in a platform or forum.

How can this benefit your business?

When done right, the community can most commonly decrease costs and increase revenue through higher retention, brand awareness, brand loyalty, ticket deflection, content development, and member advocacy. 

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When a sense of belonging is created, a relationship is built between your members and each other. Even better, one between you and your members. We’re all partying together!

A Community can be the most potent customer feedback loop you’ve ever seen! In our largest Community, DM Engage (for our DM Lab members), I know I can always count on honest and constructive feedback from our members, and they’re not shy about asking for what they want. 

The power of user-generated content? Unmatched. Imagine seeing this testimonial on a landing page.

1660591416 42 Community Building for Retention Awareness Loyalty Content Member Advocacy

I don’t mean to toot our horn, but you can bet that after an experience like this, Michael “Buzz” Buzinski will be a lifetime DigitalMarketer member. With the right environment, you can grab tons of screenshots like this and, even better, videos! 

As a bonus, Buzz and I will be buddies for life!

What is a Community Builder?

This one is a doozy, not because it’s difficult to define, but because there can be so many definitions! 

For me, it’s someone who nurtures connections and relationships on a small or large scale. It can be one to one or one to many. They’re strategic, semi-organized, unafraid to be the bad guy, and empathetic. They create a “home” for people to gather.

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If you ask one of my favorite Twitter people to follow, it’s…

“A community builder can be someone who works to create a structure that will hopefully enable a community to thrive. The platform, the processes, and the important, sometimes difficult choices.” Patrick O’Keefe, Community Lead at CNN

A Community Builder is an architect of experiences and relationships, as cheesy as that may sound. Without one, you’re probably not achieving what you set out to do. 

A Gatekeeper, a People Manager, a Content Moderator, a Ring Master in your circus…whatever you call them, are the ones building the house your members will live in and that your members will help decorate to their needs and tastes. 

What does a Community Builder do?

A better question is ‘What don’t they do’?

Your ironing, probably. Their own ironing, maybe. (I am both of these people.)

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They plan, write, structure, promote, burn out, create momentum, are really in their feelings, and don’t do anything without a reason. 

No matter how silly or unnecessary something might seem, there is a reason behind the madness.

Note: Don’t talk to your Community person when they’ve got that look on their face, they’re plotting, they’re in the zone, and something amazing or horrific is about to happen. You’ll love it. 

The big thing here is that everything in Community is about intention. It’s in how your members choose to show up and interact, and how your Community Builder architects the conversations, events, and overall experience. They’re like mad scientists, only they’re not angry, just lots of heart and not enough caffeine yet.

In Community, some things happen by chance… or do they? If you intended to start a conversation that ended up being a meaningful moment of connection between your members… is it really just luck? This is what I call ✨ vibing ✨ together.

This is where the magic happens; your Community person sets the stage for the right conversations. How? Well, with a sprinkle of inviting copy, a dash of one-on-one chats, a pinch of puppy posts (because puppy posts always get the job done), and a whole bunch of strategic content that guides your members to complete the actions you intend them to… 

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…Just call me Community Witch because that’s a potion that will provide.

What skills or traits does a Community Builder need?

If you’d like to replicate yourself a Michelle, it’s about: 40% irreverence, 40% hard work, 10% wanting to show the haters they’re wrong, and another 10% of hard work (just not on Friday afternoons). 

What you’re looking for is a people person who enjoys the freedom of creativity, has a curious streak, and knows how to get shi*t done. Imagine a customer service professional with project management and content skills. Sounds cool, right? That’s because it is. 

Let’s talk about skills.

This may sound like an oxymoron, but it takes strong soft skills to make a great Community Professional. Let’s start with some of the more obvious ones. 

  • Organized. Community can be messy. You’re in twenty different tabs, three different platforms, with multiple conversations running, and Slack pinging all at once. You’ve got to be organized enough to know what is going on at any moment. Sure it can be exhausting, but boy, oh boy, is it fun!
  • Communication. How can you build relationships with someone if you can’t communicate? I’m sure it’s possible, but imagine the difficulty! Excellent written and verbal communication is essential when you’re the mouthpiece for the brand. Let’s not accidentally promise 3k worth of bonuses when it was actually 1k. 
  • Empathetic. It’s similar to Customer Service; you’re not always hearing from people on their best day. You must be able to take in what the other person is saying, listen, and understand their point of view. That way, you can provide them with honest response to their issue. Often in Community, the bond and relationship become so strong you deal with things you wouldn’t expect. You’re an advocate for members and an advocate for the brand. It’s a balancing act; the base is your ability to empathize and communicate. 
  • Leadership. As a Community Professional, you’re building paths for your members to take, and you’re leading by example. Members look to you to calm the chaos, enforce the Guidelines, and to learn how to interact in the beginning. 
  • Boundary Setting. Because Community roles are so heavy on emotion, we also need to be fully aware and able to set boundaries with not just members but also our coworkers and ourselves. It’s okay to be the bad guy once in a while if you’re protecting what has been built. While the community is for the members, it’s your house, and they’re just living in it. Your Community Professional should know when to advocate for the community and when to advocate for the brand. 
  • Creativity. You’ve got all this feedback, so now what? Time to get creative and put that feedback to work! There is no one-size-fits-all solution to Community, and they should be able to whip up some short-form copy and think up new opportunities when needed.
  • Curiosity. One of our old core values here at DigitalMarketer was to “know the why,” and I think that applies to Community. Adaptability is the game’s name, so when you see something wonky with the Community, your KPIs, or member interaction, you have to figure it out ASAP. Not only that, but the world of Community is developing at a break-neck pace. You have to be able to keep up with the progress and roll with it. 
  • Storytelling. You may not be able to tell from this post, but I can spin up a mean story here and there. You want someone who can paint a picture, set the stage, and control the narrative. You want all the things that require wordsmithing so they can tell a story that brings forth action. The other important part of storytelling is how your Community person will bring stories from the community that leadership and stakeholders care about. Testimonials, feedback, content ideas, etc..… You know, all the good stuff. 

Where can I find one?

While this one might have found her forever home, many Community Professionals are available to be adopted hired!

While I’m sure there are more, these are some of my favorites! Now go out there and find yourself a perfect match for your brand and your members.

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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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