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What Is a White Paper? [FAQs]

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What Is a White Paper? [FAQs]

The definition of a whitepaper varies heavily from industry to industry, which can be a little confusing for marketers looking to create one for their business.

The old-school definition comes from politics, where it means a legislative document explaining and supporting a particular political solution.

In tech, a whitepaper usually describes a theory behind a new piece of technology. Even a business whitepaper can serve a variety of uses and audiences — some more product-focused than others. And although it is put together like an ebook, the two are written quite differently.

→ Download Now: 36 Free Ebook Templates

We’re here to arm you with the best definition of a whitepaper in the context of business and what to do (and not do) as you create one. This article covers: 

What Is a Whitepaper?

A whitepaper is a persuasive, authoritative, in-depth report on a specific topic that presents a problem and provides a solution.

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Marketers create whitepapers to educate their audience about a particular issue, or explain and promote a particular methodology. They’re advanced problem-solving guides. Typically, whitepapers require at least an email address for download (usually they require information more than that), making them great for capturing leads.

What Isn’t a Whitepaper?

A product pitch.

Although Investopedia defines a whitepaper as “an informational document issued by a company to promote or highlight the features of a solution, product, or service,” be warned that overtly shilling your own stuff could turn off your readers.

The goal of a whitepaper is to inform and persuade based on facts and evidence, not tell the world why people need to buy your product right now.

How Are Whitepapers Different From Blog Posts and Ebooks?

Speaking of what a whitepaper isn’t … if you’re looking for a quick and interactive way to present your value to the industry, a whitepaper is not your only option. There are also ebooks and blog posts — both of which have various differences from a whitepaper.

What really set these products apart are the size, appearance, and time commitment of each one. Whereas writing blog posts and ebooks can take anywhere between a few hours and a few weeks, a good whitepaper can take between a few weeks and a few months to write and polish. They’re less flashy, much more serious in tone, and more heavily researched than blog posts and ebooks.

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Let me show you a comparison. The set below is one of our own ebook templates (which you can get for free here). It’s a thorough but simple read:

Cover of a free ebook template offered by HubSpot  Page from a free ebook template offered by HubSpot

Now, here is a whitepaper based on our latest research on emerging tech for small to mid-sized businesses (a great report — see the web version here). You can see how much detail whitepapers can go into, both in text and in its images:

hubspot research whitepaper cover that reads: "a practical approach to emerging tech for smbs"   hubspot research whitepaper internal page that is about why blockchain mattersImages via HubSpot Research [PDF]

Ebooks and whitepapers can start on the same template. But ultimately, whitepapers are the academic papers of marketing content. Readers expect a high degree of expertise backed by solid research that is fully documented by references.

Ebooks, on the other hand, are often extensions of a subject you cover regularly on a blog. They can come out of diligent research, but they appeal to a wider audience when unpacking a business subject.

You can imagine this makes them kind of boring in comparison — truthfully, most people don’t actually want to read whitepapers, but they do it anyway to build their knowledge of an operation they need more insight on before making their next move.

For this reason, they tend to be particularly detailed and informative, authoritative, and written by industry experts. And these qualities can make some decision makers feel better about a future purchase.

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What Makes a Good Whitepaper?

Technically, there are no minimum requirements for whitepapers. Anyone can call anything a whitepaper — this doesn’t mean you should, though. Without some boundaries on what is and what isn’t a whitepaper, we risk confusing our audience and losing credibility. Here’s what an A+ whitepaper looks like:

  • Length: No fewer than six pages, including illustrations, charts, and references. Can be upwards of 50 if the topic requires that much detail. (Chances are, it won’t.)
  • Structure: There is usually a title page, table of contents, short executive summary (optional but helpful), introduction, several pages educating the reader about the problem, several pages hypothesizing a solution, several pages offering an example of a company that used that solution to achieve results, and a conclusion.
  • Density: Denser than an ebook. Whitepapers aren’t usually easy to skim — in fact, readers usually need to read them over more than once to get every morsel of information out of it.
  • Format: PDF in portrait orientation (8.5″ by 11″).
  • Style: Professional, serious, well written, and well edited. I’d recommend hiring a graphic designer to design page layout, images, fonts, and colors as well.

Whitepaper Examples for Lead Generation

So, if whitepapers are so boring, why do marketers create them? Well, they’re a great resource for your prospects and sales team, and they help you build credibility and trust with your readers. Also, people who choose to download whitepapers often are further into the customer buying cycle.

With that in mind, here are two use cases for a whitepaper:

A Technical Case Study

It’s been said that case studies, like ebooks, are very different from whitepapers. However, some case studies are long enough that they’re best packaged as whitepapers themselves.

A case study is essentially the story of a customer’s success reaching a goal as a result of their partnership with another party. This success is best conveyed through certain metrics the customer has agreed to be measured on. And depending on how technical or complex the service is that they received, the more research and detail other potential customers will want to see as they continue their buyer’s journey.

Therefore, case study-based whitepapers can be a terrific way of demonstrating thought leadership on a dense concept through a real-world example of how this concept helped someone else succeed.

A Reference Guide

Imagine you work for a company that sells kitchen cleaning equipment to restaurants and you write a whitepaper about the maintenance and inspection of commercial kitchens.

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That whitepaper is probably chock full of information about legal requirements for exhaust systems, cooking equipment, and cleanliness documentation that could put even the biggest kitchen maintenance enthusiast to sleep if read cover-to-cover.

But it also serves as an incredibly useful reference for restaurant owners who want to know how to maintain their kitchens to pass inspection. Once they know how clean they need to keep their kitchens, they’ll likely buy some expensive cleaning equipment from you because they see you as a helpful, detail-oriented, credible source.

Many people create whitepapers for this purpose — a resource that their leads can take with them to become better at their trade. Ideally, the better they become, the more qualified they are to work with the organization that gave them the whitepaper.

Now that you know the purpose of whitepapers and how they differ from ebooks, it’s time to get started in creating your own. With the above best practices in mind, here’s the approach you can take to produce an excellent whitepaper for your audience: 

1. Identify your audience’s pain. 

While you’re a subject matter expert in a unique position to provide content, you must consider your audience and what is going on in their lives. By creating a whitepaper that addresses (and solves) for their needs, you’ll better be able to generate demand for your whitepaper. 

To do this, consider creating a buyer persona. This activity will help you put yourself in their shoes. Then, you’ll want to consider what kind of information would attract them, how they’d use the information, and how it would solve their pain or problem. 

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2. Do your research. 

Whitepapers are informational in nature, and you’ll want to determine how to provide information your audience can’t get elsewhere. You can do that by:

  • Running an original study/survey
  • Putting together unique case studies
  • Detailing a unique process or project

If you’re unable to do your own research, try drawing statistics from government and/or survey organizations and analyzing them in a unique way (and make sure you cite your sources).  

3. Create an outline. 

Because whitepapers are long-form in nature, an outline can help organize your thoughts. Consider sketching out your topic in the following format: 

  1. Introduction and Synopsis – Introducing the topic of the whitepaper, explaining why it’s important (from the standpoint of the audience), and what the whitepaper sets to do, convey, or solve. 
  2. Overview – Defining some some of the key terms you intend to use, detailing the variables or parameters involved, and summarizing what you’ll discuss. 
  3. Body – Laying out all the key points and highlights you’ll hit. 
  4. Conclusion – Explaining the key take-aways from the body and any action items the reader should take.

4. Put pen to paper and flesh out your outline. 

Using an informational and fact-based tone, begin expanding on the ideas you have by using the outline as a guide. In addition, each paragraph should contribute to the overall goal of the piece. 

5. Use imagery to support your points. 

Because whitepapers go deep on research and analysis, visuals such as charts, graphs, and tables can help you present information in a visually interesting way and make the paper easier to read. 

6. Get feedback. 

It’s critical to present the best write-up you can for your readers. The higher quality it is, the more authority you’ll have in your audience’s eyes. Get feedback from someone you trust to catch typos or other issues with readability. 

7. Invest in the formatting and design. 

While it’s not necessary to get too flashy with it, color, layout, and imagery goes a long way to make your whitepaper appealing. 

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Whitepaper Examples

To provide even more inspiration, here are modern examples of whitepapers that are emblematic of great whitepaper execution (and why):

1. Not Another State of Marketing Report, HubSpot

HubSpot does an amazing job every year compiling data from experts and partners to convey modern trends in the marketing landscape. This is useful for marketers because they can use the statistics to create marketing and sales content as well as learn from the macro shifts that are happening in the industry. The whitepaper presents this information with attractive graphs and short editorial summaries along with links to more in-depth articles on each topic.

hubspot whitepaper example: "not another state of marketing report" cover for 2020

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2. It’s Not You, It’s My Data, Custora

Custora created this whitepaper about customer churn, why it’s important, and how to prevent it. What makes this ebook great is that it promises concrete value to the reader (revenue savings from preventing attrition) backed by a wealth of data and actionable advice. Even better, the whitepaper is modern and attractive, so the reading experience is pleasant. This helps the reader consume the long-form content without friction.

custora whitepaper example: "it's not you, it's my data" cover that reads "leveraging customer analytics to build a scalable customer churn prevention system"

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3. Google Cloud’s AI Adoption Framework, Google

This whitepaper leverages Google’s authority to persuade the reader into adopting AI. By providing a methodology in the beginning, Google aims to give the reader the tools to think through the power of AI as it can be applied to their business. Then, the whitepaper dives into more technical information for advanced readers.

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google whitepaper example: cover that reads "google cloud's AI adoption framework"

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4. Employees and Cybersecurity, Excedeo

Excedo aims to educate about the security risks that employees may unknowingly pose to businesses when improperly trained. The whitepaper advocates about the types of internal IT policies and training that are essential in today’s world.

excedo whitepaper example: first page that reads "employees and cyber security" and an introduction to the topic

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Whitepapers have a long history, and their uses have continued to change. Be sure to decide whether or not a whitepaper will actually serve your audience before spending the months-long process to produce it. Sometimes, an ebook will do just fine. On the other hand, long-form educational content has a place in your content strategy.

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Editor’s note: This post was originally published in March 2018 and has been updated for comprehensiveness.

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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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1713005765 267 2 Ways to Take Back the Power in Your Business1713005765 267 2 Ways to Take Back the Power in Your Business

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. 

1713005765 14 2 Ways to Take Back the Power in Your Business1713005765 14 2 Ways to Take Back the Power in Your Business

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. 

1713005766 526 2 Ways to Take Back the Power in Your Business1713005766 526 2 Ways to Take Back the Power in Your Business

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. 

1713005766 806 2 Ways to Take Back the Power in Your Business1713005766 806 2 Ways to Take Back the Power in Your Business

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. 

1713005766 700 2 Ways to Take Back the Power in Your Business1713005766 700 2 Ways to Take Back the Power in Your Business

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.” 

1713005767 148 2 Ways to Take Back the Power in Your Business1713005767 148 2 Ways to Take Back the Power in Your Business

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. 

1713005767 257 2 Ways to Take Back the Power in Your Business1713005767 257 2 Ways to Take Back the Power in Your Business

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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