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What are betting odds? Is online sports betting safe? How do I know if a sports betting site is licensed? Can I bet on sporting events live? Free 14 day trial. For B2C, your forecast might include conversion to purchase, or for subscription products, you might look at conversion from freemium to paid.

Depending on your product and market, you might have multiple cohorts. For example, at Superside, we segment our data by company size. Knowing that our best-fit, stickiest customers are mid-market to enterprise-sized companies, we pay close attention to demo volume and conversion rates for these segments.

Instead of company size, you might be interested in analyzing demographic or persona-based cohorts. Regardless of the specifics, segmenting by cohort in your forecasting model can help you identify which initiatives bring in the highest value customers and prioritize your strategies accordingly.

Just like breaking down your cohorts, analyzing your pipeline sources can help you identify the most effective strategies. As Ashley Lewin , Sr. Director of Research and IP at Refine Labs, explains, "Pipeline Source Analysis is taking all the sources, following them through the funnel, documenting the various sales metrics, and getting a snapshot of how they all perform.

Within their outbound bucket, they might look at cold outbound, partners and ABM. By following each of these sources through the funnel and documenting sales metrics, like total opportunities, win-rate, average account value and average sales cycle, you can identify which channels are worth investing in.

For instance, after taking a look at closed won revenue vs. The same concept can apply for B2C, but instead of metrics like win rates, you might focus on average order value, repeat customers and LTV. Once your forecast model is complete and you have an estimate of the MRR or revenue you can expect from all your marketing channels, you can assess how close this gets you to your targets.

How will you fill the delta? This is where your cohort and pipeline analyses will come in handy. Based on this data, it should be clear where to focus your energy.

Cue the experiments and moonshots. More on this in just a sec. How can you iterate and continue to drive the right momentum?

Or, if the water is flowing easily in areas, think about pouring more effort in. when to cut your losses. Every marketing strategy has layers. A comprehensive plan is one where all the layers work together. But you need all these different layers to have a comprehensive plan. It starts with table stakes then layer in those things that may be more experimental.

This top layer is where the delta is filled. But how many new bets should you be placing? A simple framework for thinking about experiments is to use the rule of three.

Try and cap your new bets at three per quarter, otherwise your team risks being pulled in too many directions. There are never more than three, typically one, big priorities per quarter that are new bets.

It gives us the space to fail forward. To stand out in the digital world, you have to place big bets. Even if you can only do one instead of three, never cut out big bets completely. Often, in tough economic times, experiments and moonshots are the first projects to get pruned.

You need to make bigger bets, make room for stuff that is potentially transformative. Of course, this puts a whole lot of pressure on choosing the right bets for your business, especially if you only have a couple cards to play per quarter So, the next question becomes what is a smart bet given the current economic climate?

With true north established, your course should be a lot more clear. Still, there are a million possible directions you can take depending on your unique business model and go-to-market GTM strategy. When it comes to optimizing ROI, there are two levers you can pull: Profitability and efficiency.

Now, reducing costs and increasing gross margin is a key lever for companies whose valuations have dropped as a result of interest rates. And any company looking to use its resources more wisely, for that matter. On the other hand, people have always been trigger happy when it comes to the profitability lever.

But in the past, they pulled it by pushing higher prices towards customers. With increased price sensitivity, this is no longer a good option. Instead, companies should pull this lever by growing customer lifetime value. With demand down, budgets gone and doors closed, it makes sense to re-concentrate some of your efforts towards nurturing, growing and expanding existing relationships.

Investing in this aspect of growth during these times is key. At this point, you might be wondering which marketing programs can help you accomplish these goals. What levers can you pull to build long-term customer loyalty and value?

How can you actually increase efficiency? Within this motion, you may have different GTM types—that is, methods of bringing your products and services to a segment. Given our Creative-as-a-Service CaaS offering and GTM approach, it makes sense for us to invest in content marketing and demand generation activities.

Suffice to say, it really depends on your business. Just make sure you have your GTM approach figured out before prioritizing marketing programs and activities. Leveraging available data, looking at historical examples of success and estimating ROI—these are all good ways to add a little intelligence to your gamble.

But first, we wanted to acknowledge that prioritizing marketing strategies can often feel like playing a game of bingo.

Try the game below and see if you can win:. That said, there may be more ground worth exploring or areas where you should double down. So, we asked our audience what smart bets they think marketing and design teams should be making in these times.

Though not necessarily for everyone, three strategies trended above the rest:. In addition to these strategies, building a powerful brand Watch the video below for a quick look at these five strategies or keep reading for a deeper dive.

From design teams collaborating in real time on Figma boards to content teams partnering with subject matter experts SMEs to deliver real value, creation has become a collective pursuit.

Taking this concept a step further, more and more brands are collaborating on content beyond the four walls of their organization. James Carbary , Founder of Sweet Fish Media , explained the difference between a creative and a creator best:.

He also highlights several brands in the tech space that are already pursuing this strategy: Clari , Airmeet and Lavender. Clari is a revenue platform.

Airmeet, an event platform. And Lavender, an AI email assistant. The point being, regardless of what your product is, creator partnerships may be worth exploring. The flip side to this coin is teaming up with brands and customers to produce events and content, like this guide or our recent Ignite Summit.

Partnerships can help by amplifying your reach and infusing your content with real value and authenticity.

Our Head of Content and Community, Cassandra King , has a theory: The bigger your company gets, the harder it is to repurpose content effectively. The one person content team must by necessity repurpose, repurpose, repurpose. But as a team grows and roles get more specialized, that machine often breaks down in favor of new, new, new.

Whether you work for an enterprise or a mid-market company, your brand can benefit from making better use of its existing content. With a simple playbook, you can repurpose content like a nimble startup and use your resources to the fullest.

Jess Cook , Head of Content at LASSO , shared a super simple framework for repurposing a blog post across social channels:. So, by all means, repurpose! Just remember, native content is now queen. This bet comes with a disclaimer: Not every brand needs or will benefit from a community.

That said, there are companies that will absolutely benefit from this bet. Anderson recommends being brutally honest with yourself about whether interest in a community exists. It was also an indication of what kind of community Jasper should build: A community of platform vs.

a community of practice. As you can see, a community of platform is centered around your product. For Jasper, there was a real interest in discussing and exploring how to use their tool. On the other hand, a community of practice is more of a social group.

The product plays a minor role and discussions center around strategies and tactics. Of course, this is a binary view of how communities work. Most brand communities will fall somewhere on a spectrum of platform to practice.

For instance, if you fall closer to platform, community-driven activations would be a good metric. All this to say, community can absolutely be a moat for growth.

By facilitating interactions and encouraging knowledge sharing, this strategy can help you turn your audience into advocates. And advocacy is how real people buy. Or, is there a social need? In some schools of thought, brand is a dirty word.

But the truth is, without the foundation of a solid brand, all your other efforts will fall flat. Though not a quick play, building your brand pays off in the long run when your company sticks in the public consciousness and your customer acquisition costs go way down.

Great brands have fans. Of course, brand is notoriously hard to measure. Does it excite me? Does it make me nervous? Does it make me fall out of my chair? Your brand is likely to stick in their minds, not slip away like a dream within a minute of waking.

And though it may feel prudent to be conservative in times like these, pushing boundaries is the better move to combat dwindling demand. Plus, as Anderson mentioned, with less competition for attention and lower costs, your brand dollars can go a long way right now.

But answer this question about the creative first: Does it make you feel something? AI can 50X your speed and 10X your output. Just kidding. Stats like these are meaningless to marketers and designers on the ground trying to figure out how to actually use this technology in their workflows.

The mandate of the hour is to do more with less. Be more efficient. Move faster. Adopting AI is a natural response to these demands.

The question is, how can marketers and designers make the best use of this technology? Our Director of Brand and Marketing Creative, Piotr Smietana, shared a pertinent example for this guide.

Smietana had a challenge: He needed to brief a visual of a lighthouse floating in space, surrounded by old-timey galleons and fantastical whales. With AI, he tried a few prompts, pointed out the parts he liked and saved himself hours of time. Though AI couldn't capture Superside's distinct brand and illustration style, it provided a solid starting point.

Similarly, our Director of Growth Marketing, Andres Levinton , finds AI useful for ad copy ideation. He explained the technology might not spit out the perfect headline, but it will give you bits and pieces to use as starting points or spark new ideas.

Smietana urges leaders to become more resilient and use this opportunity to revisit frameworks or processes that were established a long time ago.

Future proofing your team means getting ahead of trends, especially useful ones like AI. We could go on. Talk about organic and video. Augmented reality AR and 3D design. The truth is, one, none or all of these bets could make sense for your brand.

Sjart lets you outsmart smwrt bookmakers e wallet casino online their own smart bet x amart finding profitable odds where you smart bet x the edge. Outsmart the bookmakers at their own game with RebelBetting. No credit card required. RebelBetting offers sports betting tools that help you turn sports betting into an investment. Bookmakers always compete with each other by having the best odds.

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Informații generale Despre noi Contact Promoții. SMART-BET Pariuri sportive Live Loterii Get Six 49 Curse câini. Securitate și confidențialitate Regulament Joacă responsabil Oficiul National pentru Jocuri de Noroc Protectia consumatorului Politica de confidentialitate Politica împotriva spălării banilor.

Accesul persoanelor sub 18 ani este strict interzis. Este responsabilitatea fiecărui jucător să acționeze în conformitate cu reglementările în vigoare precum și a termenilor și condițiilor noastre. Jocurile de noroc implică risc financiar, jucați cu grijă. Număr licență: ROL Braga - Estrela.

Fc Koln - Leverkusen. Madrid - Betis. This is where your cohort and pipeline analyses will come in handy. Based on this data, it should be clear where to focus your energy.

Cue the experiments and moonshots. More on this in just a sec. How can you iterate and continue to drive the right momentum? Or, if the water is flowing easily in areas, think about pouring more effort in.

when to cut your losses. Every marketing strategy has layers. A comprehensive plan is one where all the layers work together. But you need all these different layers to have a comprehensive plan. It starts with table stakes then layer in those things that may be more experimental.

This top layer is where the delta is filled. But how many new bets should you be placing? A simple framework for thinking about experiments is to use the rule of three. Try and cap your new bets at three per quarter, otherwise your team risks being pulled in too many directions.

There are never more than three, typically one, big priorities per quarter that are new bets. It gives us the space to fail forward. To stand out in the digital world, you have to place big bets. Even if you can only do one instead of three, never cut out big bets completely.

Often, in tough economic times, experiments and moonshots are the first projects to get pruned. You need to make bigger bets, make room for stuff that is potentially transformative.

Of course, this puts a whole lot of pressure on choosing the right bets for your business, especially if you only have a couple cards to play per quarter So, the next question becomes what is a smart bet given the current economic climate?

With true north established, your course should be a lot more clear. Still, there are a million possible directions you can take depending on your unique business model and go-to-market GTM strategy.

When it comes to optimizing ROI, there are two levers you can pull: Profitability and efficiency. Now, reducing costs and increasing gross margin is a key lever for companies whose valuations have dropped as a result of interest rates.

And any company looking to use its resources more wisely, for that matter. On the other hand, people have always been trigger happy when it comes to the profitability lever.

But in the past, they pulled it by pushing higher prices towards customers. With increased price sensitivity, this is no longer a good option. Instead, companies should pull this lever by growing customer lifetime value.

With demand down, budgets gone and doors closed, it makes sense to re-concentrate some of your efforts towards nurturing, growing and expanding existing relationships. Investing in this aspect of growth during these times is key. At this point, you might be wondering which marketing programs can help you accomplish these goals.

What levers can you pull to build long-term customer loyalty and value? How can you actually increase efficiency? Within this motion, you may have different GTM types—that is, methods of bringing your products and services to a segment. Given our Creative-as-a-Service CaaS offering and GTM approach, it makes sense for us to invest in content marketing and demand generation activities.

Suffice to say, it really depends on your business. Just make sure you have your GTM approach figured out before prioritizing marketing programs and activities. Leveraging available data, looking at historical examples of success and estimating ROI—these are all good ways to add a little intelligence to your gamble.

But first, we wanted to acknowledge that prioritizing marketing strategies can often feel like playing a game of bingo. Try the game below and see if you can win:. That said, there may be more ground worth exploring or areas where you should double down.

So, we asked our audience what smart bets they think marketing and design teams should be making in these times. Though not necessarily for everyone, three strategies trended above the rest:. In addition to these strategies, building a powerful brand Watch the video below for a quick look at these five strategies or keep reading for a deeper dive.

From design teams collaborating in real time on Figma boards to content teams partnering with subject matter experts SMEs to deliver real value, creation has become a collective pursuit. Taking this concept a step further, more and more brands are collaborating on content beyond the four walls of their organization.

James Carbary , Founder of Sweet Fish Media , explained the difference between a creative and a creator best:. He also highlights several brands in the tech space that are already pursuing this strategy: Clari , Airmeet and Lavender. Clari is a revenue platform.

Airmeet, an event platform. And Lavender, an AI email assistant. The point being, regardless of what your product is, creator partnerships may be worth exploring.

The flip side to this coin is teaming up with brands and customers to produce events and content, like this guide or our recent Ignite Summit. Partnerships can help by amplifying your reach and infusing your content with real value and authenticity. Our Head of Content and Community, Cassandra King , has a theory: The bigger your company gets, the harder it is to repurpose content effectively.

The one person content team must by necessity repurpose, repurpose, repurpose. But as a team grows and roles get more specialized, that machine often breaks down in favor of new, new, new.

Whether you work for an enterprise or a mid-market company, your brand can benefit from making better use of its existing content. With a simple playbook, you can repurpose content like a nimble startup and use your resources to the fullest.

Jess Cook , Head of Content at LASSO , shared a super simple framework for repurposing a blog post across social channels:. So, by all means, repurpose! Just remember, native content is now queen.

This bet comes with a disclaimer: Not every brand needs or will benefit from a community. That said, there are companies that will absolutely benefit from this bet.

Anderson recommends being brutally honest with yourself about whether interest in a community exists. It was also an indication of what kind of community Jasper should build: A community of platform vs.

a community of practice. As you can see, a community of platform is centered around your product. For Jasper, there was a real interest in discussing and exploring how to use their tool. On the other hand, a community of practice is more of a social group.

The product plays a minor role and discussions center around strategies and tactics. Of course, this is a binary view of how communities work. Most brand communities will fall somewhere on a spectrum of platform to practice. For instance, if you fall closer to platform, community-driven activations would be a good metric.

All this to say, community can absolutely be a moat for growth. By facilitating interactions and encouraging knowledge sharing, this strategy can help you turn your audience into advocates. And advocacy is how real people buy.

Or, is there a social need? In some schools of thought, brand is a dirty word. But the truth is, without the foundation of a solid brand, all your other efforts will fall flat. Though not a quick play, building your brand pays off in the long run when your company sticks in the public consciousness and your customer acquisition costs go way down.

Great brands have fans. Of course, brand is notoriously hard to measure. Does it excite me? Does it make me nervous? Does it make me fall out of my chair? Your brand is likely to stick in their minds, not slip away like a dream within a minute of waking.

And though it may feel prudent to be conservative in times like these, pushing boundaries is the better move to combat dwindling demand. Plus, as Anderson mentioned, with less competition for attention and lower costs, your brand dollars can go a long way right now. But answer this question about the creative first: Does it make you feel something?

AI can 50X your speed and 10X your output. Just kidding. Stats like these are meaningless to marketers and designers on the ground trying to figure out how to actually use this technology in their workflows.

The mandate of the hour is to do more with less. Be more efficient. Move faster. Adopting AI is a natural response to these demands.

The question is, how can marketers and designers make the best use of this technology? Our Director of Brand and Marketing Creative, Piotr Smietana, shared a pertinent example for this guide.

Smietana had a challenge: He needed to brief a visual of a lighthouse floating in space, surrounded by old-timey galleons and fantastical whales. With AI, he tried a few prompts, pointed out the parts he liked and saved himself hours of time.

Though AI couldn't capture Superside's distinct brand and illustration style, it provided a solid starting point. Similarly, our Director of Growth Marketing, Andres Levinton , finds AI useful for ad copy ideation.

He explained the technology might not spit out the perfect headline, but it will give you bits and pieces to use as starting points or spark new ideas. Smietana urges leaders to become more resilient and use this opportunity to revisit frameworks or processes that were established a long time ago.

Future proofing your team means getting ahead of trends, especially useful ones like AI. We could go on. Talk about organic and video. Augmented reality AR and 3D design. The truth is, one, none or all of these bets could make sense for your brand. Which ones?

The following framework will give you a map to follow as you set your course. In fact, it always has been. But the point is buyers jump ahead, jump back, ghost and get onboard in perplexing patterns. So, how do you decide which marketing activities and programs to invest in? And how do you adjust over time?

This might be the hardest question to answer in marketing and it connects to an even larger problem we like to call: THE BIG UNKNOWN. demand creation.

What a conundrum. Of course, you can make assumptions based on the jobs to be done JTBD of your buyer personas or whether your company is in a well-understood, saturated or brand new space. For example, in a saturated space, you might focus on demand capture activities, like bottom-of-funnel advertising or content for buyer-intent keywords.

But at the end of the day, your carefully planned marketing programs may still feel like a whole lot of hunches and guesswork.

Bingo, anyone? So, this guesswork needs to be paired with a solid numerical framework that makes marketing into a calculated experiment, instead of a series of missteps. For example, if my North Star Metric is revenue growth and expansion within organizations is the main input lever I want to focus on to affect this metric given slowed demand and sky high CAC, then a smart bet might be to focus on my account-based marketing ABM motion and upselling to existing enterprise accounts.

So, I have a smart bet in mind. A slam dunk is a growth bet you can take to the bank. Either from historical context or market proof, you know this type of program will yield results with a high degree of certainty.

On the other hand, if you have little to no historical context and market proof is mixed, indirect or non-existent, you might consider a bet an experiment. With experiments, you need to be more comfortable taking on risk. This is where momentum and appetite for risk need to be factored in.

If momentum is at a standstill, you might focus on slam dunks to get the flywheel turning again. A moonshot is a long-term bet with the potential for outsized impact. It took over a decade to see the fruits of this gamble, but now, Nvidia is on the brink of being a trillion dollar business.

With a moonshot, you may not see results for years, decades even. But when you do, your company will rise to brand new heights. This is the numerical part of the framework.

Depending on whether you have historical context, your projection may be more or less certain. Finally, based on the projected ROI, you can label the potential impact of your bet. To keep things simple, we think of impact as low, medium or high. Given the example we just ran through, you might think focusing on slam dunks would be a no-brainer.

In other words, this type of bet will have an impact, but likely not a massive one. This is especially true for companies at scale. Another reason to continue experimenting? As a whole, marketing and creative has become too mimetic.

But the best marketers do things their own way, marrying best practices and playbooks with original thinking and experiments. How to experiment is a whole topic in and of itself.

From velocity of learning to fuel-pipe fit, we could write a whole playbook on the topic. If fact, we intend to! But in the meantime, here are a three quick tips to help you get the most out of your experiments:.

It goes without saying, you should set clear goals for any experiment. But this can be tricky when an idea is brand new and you have no historical data. In these instances, Robertson suggests setting a learning goal—what are you hoping to achieve? Is the outcome aligned to acquisition?

The faster you can adjust and learn from your experiments, the faster you can identify the right conditions for a positive outcome. So, in addition to setting learning goals, consider the velocity of learning. How long does it take for you to iterate on an experiment?

Do you have a system in place to track leading indicators and capitalize on insights? Similar to product-market fit, fuel-pipe fit refers to how well your content or offer the fuel fits in a specific channel the pipe. Often, the problem might not be the content or the channel, but rather how they fit together.

At the end of the day, the big magic trick in marketing is balancing experimentation and proven programs. And remember, don't give up too soon or without a thorough analysis. Perseverance can often be the difference between a win and a loss.

As Carilu Dietrich, a hypergrowth advisor, put it, "Perseverance is a hallmark of success—the most successful CMOs I know have had some duds and some home runs. What they have in common is perseverance to take another at-bat. The more at-bats, the more chance of hitting a home run.

So, we put together a cheat sheet to help you think through everything from your business position and North Star Metric s , to your GTM strategy and next big bets. Whatever you want to call it, times have been tough lately. Whether the storm breaks tomorrow or six months from now, we hope this guide equipped you with tools to take the tiller and guide your ship to safe harbor.

The other half is deciding what strategies make sense for your unique business. So go ahead, fill out our Smart Bets Framework for yourself and place your chits. May the odds be ever in your favor. Allow your in-house creatives to focus on more strategic projects.

A Marketing Leader's Guide Driving Growth With Smart Bets. As told by. Amrita Mathur Former VP of Marketing. Fredrik Thomassen CEO. Introduction: Looking the Storm in the Eye. How to thrive in even the harshest climates. Chapter 1: Building a Resilient Crew.

What goes into a resilient organizational structure? What type of culture fosters resilience? Chapter 2: Recalibrating Your Compass. Key metrics to reassess in this market How to approach planning and budgeting.

Chapter 3: Charting a Course Forward. Outlining your GTM strategy 5 smart bets to consider for your brand. Chapter 4: Mapping Smart Bets for Your Brand. A framework for making smart bets 3 quick tips to fuel your experiments Cheat sheets for marketing and design leaders.

Conclusion: Finding Your Way to Safe Harbor. Enter to win a smart bets gift basket. Share the article.

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