CHALLENGERS ALI WEISS: SVP, MARKETING GLOSSIER.
How have you been able to differentiate the brand through marketing? We center our marketing efforts around the experiences we create for our customers and community: physical (product) experiences, digital experiences and offline (retail) experiences. We inspire people to take part in our journey, and when we do that successfully, we end up with a vibrant and diverse community of people who are stakeholders in Glossier.
What's one eye-opening thing you've learned about your consumer? Our customers share a psychographic, not a demographic. ... They post our products on social media, bring friends to visit our stores and even bond with strangers over matching Glossier stickers on their phones. Glossier is also being "passed up" from younger to older generations, which is a role reversal from how beauty has historically been shared cross-generationally. Sharing and connection are what make our customers our biggest advocates: We're tagged in 20,000 user-generated posts per month on Instagram (not including Stories), and 70% of our customers come through person-to-person referrals, earned media and owned channels.
What are the biggest changes in the beauty industry right now, and how is Glossier staying ahead of them? Social media has given consumers a platform to use their voice and be their own expert. Beauty consumers specifically are no longer flocking to brands or department store counters for information and expertise; instead, they're sharing their routines on Instagram, watching makeup tutorials on YouTube and messaging a friend to ask their opinion before purchasing a product. While the democratization of expertise has upended the structure of traditional beauty companies, it's been the foundation of ours since day one. We are leveraging the voices of our customers to co-create the future beauty company.
With now two storefronts and expanding into pop-ups, what role do you see offline retail playing for the brand? Just like our digital and physical product experiences, our offline experiences are meant to inspire our customers to participate in Glossier. By doing this, we're creating value from a brand and revenue perspective--both are important metrics. Our flagship store in New York, which averages 50,000 visitors per month, has a conversion rate of 50%. Those same visitors are also creating incredible content and developing meaningful connections with our team and with each other.
How do you maintain a holistic view of each customer with both online and offline experiences? Because we're engaging with [customers] at every touch point, none of the experiences we create live in isolation. For example, people who visit our store are testing physical product and sharing the experience digitally by taking pictures, posting them to social and tagging us. We've built data infrastructure around that 360 journey, which enables us to tailor experiences for our customers based on how they chose to engage with Glossier.
What advice would you give to other marketing pioneers? Discretion matters just as much as data. As marketers, we have a vast amount of quantitative insights that help us build strategies and measure success, but it's easy to over-index on data if you're not considering the context and objective of a project.
By Alexa Comeau
Caption: Glossier Boston (top), the brand's third temporary retail location of 2019, boasts an immersive experience complete with Boston-exclusive product. The brand's original lip gloss now comes in two new shades based on input from the Glossier community.
Please Note: Illustration(s) are not available due to copyright restrictions.
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|Title Annotation:||INSIDE THE BRAND|
|Date:||Sep 2, 2019|
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