4 Comments
Mar 25, 2022Liked by JP Castlin

Love this and thank you for sharing your personal story and that photo of your wedding day which is so full of love. A great start to the day.

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Mar 27, 2022Liked by JP Castlin

So far - quite familiar. But some of those approaches feel somewhat product-focused.

How clear cut does the approach stay in the case of service brands. Especially those where customers acquired stay over time (especially where intangible cost of switching is relatively high)? How would you then approach the question of acquisition vs retention? For example for energy utility brand in a saturated market, a telecom, or an annually renewed direct insurance?

From my experience, such companies are often willing to overspend on acquisition and aim to balance it with CLV and then the question shifts to how much to spend on keeping the stable happy, especially in mature markets. I believe that's the model many DTC and other subscription/"rundle" brands follow (magazines are another weird case - many used to sell subscriptions at break-even or first-year loss as they help boost advertising rates).

Are they often wrong? How would they balance it?

(or is that subject coming up over the next few weeks?)

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Absolutely absorbing

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