Miguel Gonzalez

Successful CEOs surround themselves with experts to advise. Analytics, impressions, CTRs - what matters? All these new numbers now in marketing don’t make sense. It’s like learning to read a balance sheet. 😩 With our help, CEOs and CMOs can now look at a dashboard, have the correct metrics, and know what #marketing success is. Let’s do this.

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Not every brand needs to be universally adored—sometimes leaning into the discomfort is the key to real growth. In my latest article, I explore how understanding why people dislike your brand can unlock powerful strategic shifts. It’s not about chasing approval; it’s about embracing feedback, addressing misconceptions, and positioning yourself authentically. #iWroteAnotherThing https://lnkd.in/g8CrgXud

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Maybe measuring last click isn’t the best way. It’s actually archaic and only building growth for Big Tech, and not your company. “Our research across hundreds of brands in dozens of categories shows that it’s possible to rigorously measure and strategically target the feelings that drive customers’ behavior.” If marketing is in the business of selling something… and we know we all buy things based off a myriad of emotions… then maybe it’s time to start measuring something else. It’s not rocket science. It’s emotional science. https://lnkd.in/euwMST4u #brand #marketing #storytelling #video #controlthenarrative #emotionsells

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The best brand safety measure is buying quality content. Plain and simple. GARM dissolved this week....yet another Adalytics report reported on how ad dollars are being spent in questionable environments and our current controls are lacking. Maybe it's time to bring back the direct IO....or at least ask ourselves if quality is a core value to buying practices. The reality is - a contextual buy that shows up in high-quality editorial environments poses little risk, but high reward. A custom sponsorship with Vogue, a takeover on LaPresse, a TV ad on ESPN, a native ad on The New Yorker...the risk that your brand will show up in "questionable" or fraudulent content is pretty much non-existent. So, why don't we do it more often? Why don't these environments make up a lion's share of most media plans? 1- Sticker shock that is hard to justify to a CFO. Quality media is more expensive. It might not show up as "high ROI" on an MMM or drive the lowest CPA on your dashboard. Our current measurement systems are not weighted for quality and can't always properly attribute their value. When budgets are cut it's the first to go. 2-An Audience-first buying approach often favours scale over context. Buying automation brought us efficiency, but also the idea that you could reach your audience "wherever they are" for a lower cost. We assumed reaching them - regardless of the quality of the environment we spoke to them in, was just as valuable. When we're trying to reach people "wherever they are" at the lowest cost, we open ourselves up to some less-than-desrable environments. Brand safety companies and controls like disallow lists were solutions to the insurmountable scale of the open web and the threat for brands that loomed at every corner. While helpful, the reality is that the open web is un-finishable and changing every second. Brand safety algorithms are good but not foolproof. They don't always filter for context and they can't always get it right. We're learning we can't have our cake and eat it too. 3- Social is complicated. Social media platforms are their own ecosystems. They are a cornerstone part of most media plans. They drive results. Our audience is there and paying attention....but there is also lots of riff-raff that's hard to filter out with a simple disallow list. Social platforms also don't favour controls. The more things you try to avoid, the more niche you try to get on paid social, and the less likely you are to "do well" on the platform and get in front of new people. If you're a brand, a marketer, a buyer and you care about quality and keeping quality environments around, advocate for it, push for it, try to educate. It may be an uphill battle, but it's also creating a more sustainable media future that provides brands and consumers with value. #digitalmarketing #media #brandsafety #brandbuilding #branding #advertising #adtech #adalytics #garm

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Speak out on topics that truly matter and authentically align with your brand's values. And do not play the short game of acquiescing to the usual mob of purpose-haters. #SocialJustice #BrandValues #TakeAction

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Welcome to the #downgradeconomy. The era of mindlessly pushing unwanted, overpriced products onto consumers is over. This has ushered in an age of discerning, value-conscious consumers who know what they want. They will use their wallets and voices to get it, calling for a radical overhaul of business models and strategies. CEOs and CFOs in the latest round of earning calls have admitted that the market's previous willingness to indulge in unnecessary goods is disappearing right before our eyes, or has already disappeared. My latest Marketing Accountability Council article provides an in-depth explanation of the reasons for this shift, showcases companies that are embracing this change, and offers suggestions on how marketing professionals can spearhead the transition towards a more customer-centric era. #downgradeeconomy #marketing #business #leadership

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Currently reading Sam Walton’s memoir, "Made in America," and I loved this quote from former Walmart CEO David Glass describing Walton. These qualities have become so important to embrace over the years. Running an agency, growing with the team, and refining how we serve clients is a constant process of trial, error, and adaptation. It means showing up every day with a mindset of improvement, trying new things, and having the courage to pivot when things don’t work out. Like Sam, I’ve learned that failure and being wrong are essential parts of growth. Without that mindset, missteps or feedback could hold you back from progress—and sometimes, you’re on the edge of something great. It’s about asking: What’s the takeaway? How can we do better? This past year has had its challenges, but it’s been full of reflection and refinement. I’ve spent more time in one-on-ones with the team, gathering feedback, and figuring out how we can improve for both clients and each other. We’re experimenting, making educated guesses, and adapting from missteps and surprises. I know not everything will go as planned, but staying flexible is key. It’s equally important to instill this mindset within the team to keep morale and momentum strong. Having a vision and setting goals is important, but loving the process and enjoying the journey is what makes it all worthwhile.

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