Hey Cali Pitchel
Can totally understand your perspective.
I’ll admit, I was and to a certain degree am one of those people. Not the sort who valued short term ‘growth hacks’ — but my focus has been metrics and growing those.
Over the past few years, the general mantra has been, if you can’t measure it, you can’t improve it.
In many ways it’s a way to make marketing more like a science. I’ve realised its a bit of both.
I always dismissed brand and anything other then direct response marketing in the past. I couldn’t look at a dashboard and measure it or look at conversion rates.
Over the past while I started to pay attention to companies like Slack, Drift, Intercom, MailChimp, SquareSpace & more who for some reason didn’t seem to be just focusing on direct response and there was something about the way those companies wrote, communicated, tweeted etc that I couldn’t put my finger on that was truly fascinating.
I think it might be the brand. A strong brand built with great writing, design and all the small details. I still have a hard time understand how brand works and how it can be measured but yes, in a market that is becoming commoditized in many ways, I think it’s the brand that will differentiate.
Sometime ago I was working with a company that had a product that is very transaction(al) in nature. Our growth in revenue and users was by SEO. Brand wasn't on the table. Perhaps because it didn’t make sense in that product/user context.
I do think a strong brand is important, but I still wonder with a small team, how you can balance brand & acquisition. This is something I’ve been constantly learning more and more about while working with Amrita Chandra over the past while.
My two cents on a fantastic essay by Rich Barton and an important discussion to have.