A father confronted Target about why they sent emails to his teen girl to buy baby products.
"Are you trying to encourage her to get pregnant?" he shouted, only to find out she was already pregnant.
Here's how Target predicted such pregnancies and grew its revenue by $23B
In 2002 Target hired Andrew Pole to detect when a woman is pregnant.
They wanted to become a go-to store for all purchases, and it was not the case.
The research showed that during pregnancy, new parents are overwhelmed and are flexible with their habits and try new stores.
The trick is to catch a woman in her 4/5th month of pregnancy, which is when they start buying mom-and-baby products.
Here’s how Paul created the pregnancy-prediction model:
He started with the Guest ID number to know each customer's purchase, card history, email details, and fav products.
After this, Pole looked at how shopping habits changed as a woman approached her due date.
He analyzed the data and found some patterns:
a. Woman purchase 5X lotion at the start of the 4th month of her pregnancy.
b. In the first 20 weeks, a pregnant woman piled up supplements like calcium, magnesium, and zinc.
c. When her due date was near, she bought plenty of scent-free soaps, sanitizers, and baby washcloths
Pole found 25 products "that, when analyzed together, allowed him to assign each shopper a pregnancy prediction score."
He could now estimate a woman's due date with 90%+ accuracy.
Using this model, Pole found 10000s of pregnant women in Target's customer list.
Target started sending them ads and coupons for mom-and-baby products.
Once it got new parents to buy those, it persuaded them to buy groceries, clothing, and toys and converted them into loyal customers.
The result? In 8 years, it skyrocketed its revenue from $44B to $67B.
That's a wrap!
If you enjoyed this thread:
1. Follow me @volodarik for more of these. (I also share everything on the way to growing to $100m / year ) 2. RT the tweet below to share this thread with your audience
I asked a founder of a $5B tech company about his early hires.
I wish I had learned these lessons much earlier:
1/ What hires made a big difference?
Key hires: We had strong product/market fit early so most of the early hires focused on operational needs. Customer support and engineering were the key early hires that allowed us to continue meeting demand.
2/ What hires appeared to be "too early"?
We hired a data science person pretty early. Around 10. That was earlier than most companies but paid off pretty well. We definitely have a strong data-driven culture.
Gary Vee has built a $200M empire on the back of his personal brand.
Here is his signature framework:
Today Gary:
• 37M+ followers across different platforms
• $200 net-worth
• 5X NYT best-selling author
But it started in 1998 when he joined his family business (Wine Library) to scale it.
The Internet was booming—so he capitalized on it to launch one of the first e-commerce wine companies and grew it from $3m-$60m through email marketing and Google Ads.
Meanwhile, Gary launched the YouTube show -WineLibraryTV- to share wine reviews and promote his business.
Uber has a genius framework for launching and scaling new markets.
We are attempting to replicate it.
Here’s the framework and why it works:
We've launched in 40 countries.
But for us, good ole’ ads with CTAs to engineers to register at our platform would not work. We need to build trust, as engineers are trusting us with their source of income.
Uber had the same problem, that is why their methods are close to me.
Uber has a city launcher that moves from city to city every few months. Their task is to hire people and launch operations.
In most cities, they hire a general manager, a marketing manager to drive demand, and an operations manager for supply acquisition.