Meet Doug Jensen, SVP Go-to-Market (GTM) Analytics & Activation and Learning Center of Excellence (COE) at The Estée Lauder Companies Inc. Having spent his career in media and measurement, Doug takes us through his rigorous approach from full-funnel marketing measurement to social media sentiment analysis to building an analytics team. All this is in the service of the multiple beauty brands within The Estee Lauder Companies, a tremendous shared resource that powers tremendous results.
Welcome to the Conversations with CommerceNext podcast, I’m your host Michael LeBlanc, and this podcast is brought to you in conjunction with CommerceNext and presented by CommX.
Meet Doug Jensen, SVP Go-to-Market (GTM) Analytics & Activation and Learning Center of Excellence (COE) at The Estée Lauder Companies Inc. Having spent his career in media and measurement, Doug takes us through his rigorous approach from full-funnel marketing measurement to social media sentiment analysis to building an analytics team. All this is in the service of the multiple beauty brands within The Estee Lauder Companies, a tremendous shared resource that powers tremendous results.
Corporate web site to explore opportunities at https://www.elcompanies.com/en
About Doug
Global marketing analytics professional with 30 years' experience in the Beauty & CPG / FMCG industries, leading analytics teams, consulting with marketing and sales leaders and scaling insights through enterprise-wide marketing and analytics training.
Superior understanding of technical elements in statistical models and skilled interpreter of client needs, flexibly designing appropriate research designs and delivering solutions to exceed client expectations.
Specific expertise in regression-based marketing mix modeling analytic to measure marketing ROI, market share measurement, CRM strategies and analytics (including trial to loyalty analytics), enterprise-wide marketing training (content creation and deployment).
ABOUT US:
Veronika Sonsev is the Co-Founder of CommerceNext. She also leads the retail practice for Chameleon Collective and is a contributor for Forbes on how to grow retail and ecommerce in the age of Amazon. Having spent the last 10+ years working with some of the largest retailers and direct-to-consumer brands, Veronika has intimate knowledge of the challenges facing retail and ecommerce today. She is also an advocate for women in business and founded the global non-profit mBolden, which is now part of SheRunsit.
Michael LeBlanc is the Founder & President of M.E. LeBlanc & Company Inc and a Senior Advisor to Retail Council of Canada as part of his advisory and consulting practice. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience, and has been on the front lines of retail industry change for his entire career. Michael is the producer and host of a network of leading podcasts including Canada’s top retail industry podcast, The Voice of Retail, plus Global E-Commerce Tech Talks and The Food Professor with Dr. Sylvain Charlebois. You can learn more about Michael here or on LinkedIn.
Michael LeBlanc 00:04
Welcome to the Conversations with CommerceNext podcast. I'm your host Michael LeBlanc. This podcast is brought to you in conjunction with CommerceNext and presented by CommX.
Michael LeBlanc
On this episode meet Doug Jensen, SVP Go-to-Market (GTM) Analytics & Activation and Learning Center of Excellence (COE) at The Estee Lauder Companies Inc. Having spent his career in media and measurement, Doug takes us through his rigorous approach from full-funnel marketing measurement to social media sentiment analysis, to building an analytics team. All this in the service of the multiple beauty brands within the Estee Lauder Companies, a tremendous shared resource that powers tremendous results.
Doug Jensen 00:39
When we think about the upper funnel, we call that desirability. And what we do there is we look at how our marketing efforts drive someone to search for a brand name in Google. So, search for Clinique or Estee Lauder as two of our brands. And then we have a second model focused on the middle of the funnel, which is analyzing traffic. And traffic in this definition is either site visitors to our brand.com sites or store traffic, meaning people coming into our stores. And what we're doing there is we're looking to see, again, how does our marketing drive unique visitors to our sites in our stores? And then finally, we have a third model, which is focused on the bottom of the funnel.
Veronika Sonsev 01:15
Welcome to Conversations with CommerceNext. Doug, you have been a friend of CommerceNext for a long time. And of course, you serve on our advisory board. We are so excited to have you join us to talk about measurement and insights on today's show.
Doug Jensen 01:29
Thank you so much. I'm really pleased to be here. Thanks for the opportunity.
Veronika Sonsev 01:32
It's our pleasure. And I'm joined here by the producer and co-host of Conversations with CommerceNext. Michael LeBlanc.
Michael LeBlanc 01:40
Hi, Doug, where are we finding you in the world today?
Doug Jensen 01:43
Hello, I am in my office in New York City at Estee Lauder Companies in Midtown East.
Veronika Sonsev 01:50
Doug, you've been immersed in analytics, business insights and measurement for the majority of your career. You started out as a statistician and advanced your career across both the solution provider slash agency side with Nielsen and IRI, as well as on the brand side with Avon and now the Estee Lauder Companies. Briefly tell us about your background and what you currently do at the Estee Lauder Companies.
Doug Jensen 02:13
My career has been a mix. The first half of my career, I was on the vendor side, as you said. And I provided analytical services to a wide variety of clients all in the consumer-packaged goods industry, all in the United States. And in the second half of my career, I went client side. And I focused primarily in the beauty industry. And I have global roles at Avon and now Estee Lauder Companies. But what's interesting is I'm providing a similar repertoire of analytic services. But now I'm broadening the scope of analytics and going deep in beauty.
Doug Jensen 02:32
So, my journey in my career has been focusing on marketing analytics. So, as you said, I was a statistics major at university. And then I progressed to being a business consultant in the CPG space. To now I would say, I'm a business consultant going deep into beauty in my current role. I've been at Estee Lauder Companies now for nine years. And I've held a variety of roles which were brought in to build the marketing mix capability that we'll talk about in one of your next questions. But I also wear some other hats.
Doug Jensen 02:59
So, I'm in charge of our CRM engagement, activation and analytics strategy. I'm in charge of our CRM engagement, activation and analytics strategy, our marketing technology suite competitive and marketing intelligence, which includes share reporting, earned media measurement, and social listening analytics, and also enterprise-wide marketing training. That's a lot of responsibility for one person. It seems like you have a pretty broad overview in terms of the, in terms of the measurement and analytics at Estee Lauder Companies. Obviously, insights and measurement have risen in importance in recent years, as companies can measure more of the business than ever before. Talk about some of the ways the Estee Lauder Companies use data to drive the business forward. And what are the things that you look at on a regular basis? Right, so I can speak about the areas in which I specifically used data, analytics and insights for the company.
Doug Jensen 03:34
First, my team is responsible for our global share reporting, which means our market share for all of our markets, for all of our brands. And here is where we keep a regular pulse on our key competitors, and we assess any emerging and upcoming threats or opportunities.
Doug Jensen 03:50
Second, for some key competitors, we conduct competitive deep dive analysis where we deeply analyze a given competitor from its product lineup to its pricing and product marketing strategies to its paid, owned and earned media strategies to its go-to-market strategies. And then we tailor our recommendations for our brand teams to appropriately respond to that given competitor.
Doug Jensen 04:12
Third, I'm also really passionate about this area. We leverage social listening analytics on a regular basis to keep a pulse on consumer trends. To mean, I define social listening in this context to mean the concept of using technologies and machine learning to review what consumers are talking about in the various areas where they do this. So, for example, if you look at conversations on Reddit, we'd like to look there because there are skincare consumers who are very vocal about what they like and don't like about certain product categories and brands. And then we look at ratings and review sites for our own brand.com sites and our retail partners. And that's where consumers tell us what they like or don't like about our products. And so, for example, we have a makeup brand that uses scent in many of its products. And so, we can see how much consumers love that scent, and how much of a competitive advantage that is.
Doug Jensen 4:44
Fourth, we leverage sophisticated marketing mix modeling, to measure the effectiveness of our advertising and promotion, or broadly speaking, our marketing efforts across all stages of the consumer funnel.
Doug Jensen 5:09
And then fifth, we use a lot of our first party data, which is the data that we collect ourselves, about our buyers who make transactions with us. And we use that data to really learn about their purchase pathways, and that informs our lifecycle campaign management programs, which means, when do you send communications to which kind of consumer? So, five broad areas, and that's just what I do. So, there's a, there's a lot in the company beyond that, as well. But we'll stop there for the moment.
Veronika Sonsev 06:23
Your company has so much data to be able to really set the strategy between understanding what the competitors are doing, and then also what people are talking about on social media. That must inform a lot of really smart decisions at Estee Lauder. That's pretty incredible.
Doug Jensen 06:38
Yeah, I would say our company's been on a data and analytics journey. And since I've been here for nine years, every year, there's an increasing focus on using data and analytics. And now I report to the chief data officer in the enterprise marketing head. And her name is Jane Lauder, who happens to be the granddaughter of the company founder Estee Lauder. So, that's a privilege as well,
Veronika Sonsev 06:59
I love how that role of data has been elevated to the C-Suite in the company. That, that says a lot. So, I want to double click on one aspect of your job, media measurement, the part that you say you're very passionate about, you know, obviously, media costs have increased a lot over recent years, and many retailers are struggling to justify the spending levels that they had invested in previously. Talk about how you measure campaign performance to know that you're getting good ROI. And how do you look at media measurement from a full-funnel approach?
Doug Jensen 07:30
So, as many of your listeners may know, there's a tool in the analytics industry that's been around for decades, and it's called marketing mix modeling. And that's my expertise. And I was brought to the company, actually to build that capability. That tool or that technology, or that approach is leveraged by major companies in really assessing the incremental contribution and sales impact of marketing and media levers. So, our company uses this technique to largely prove the value of all of our marketing and has been instrumental in our prioritization of digital spend, social media, and actually also earned media in particular, which includes content created by influencers or other creators.
Doug Jensen 07:49
But we've developed a unique approach to measurement that was really born out of a need to measure marketing, especially marketing levers that are not meant to always drive sales. So, allow me to explain, you know, more than five years ago, we were using marketing mix modeling to only measure sales. But as the influencers and their content was increasingly being used to drive different outcomes, especially outcomes higher in the funnel, for example, awareness or desirability, we found that we couldn't really detect a direct effect of influencers content in driving sales.
Doug Jensen 08:10
So, that made us change our approach completely. And so, with the vendor that we use, we changed our approach. And now we use our marketing mix modeling, to ultimately, ultimately measure the importance of marketing and driving all parts of the funnel. And not to get too geeky, but I do want to explain this a little bit to make sure this makes sense. So, when we think about the upper funnel, we call that desirability. And what we do there is we look at how our marketing efforts drive someone to search for a brand name in Google. So, search for Clinique or Estee Lauder as two of our brands.
Doug Jensen 08:32
And then we have a second model focused on the middle of the funnel, which is analyzing traffic. And traffic in this definition is either site visitors to our brand.com sites or store traffic, meaning people coming into our stores. And what we're doing there is we're looking to see, again, how does our marketing drive unique visitors to our sites in our stores?
Doug Jensen 08:43
And then finally, we have a third model which is focused on the bottom of the funnel, which is known as conversion also called sales. Basically, by bringing all these models together and nesting them, we're able to understand if a marketing lever drives the top of the funnel, then we can nest and see how it drives down to the middle of the funnel and ultimately down to the bottom of the funnel. Because the models are kind of working in concert with each other. It's a really elegant, interesting idea. Our vendor brought it to us, and we've been using it for the past five years and now effectively measuring all the marketing, not only from an ROI perspective, but based on where it is in the funnel that the marketing is driving its, its efforts.
Michael LeBlanc 10:13
If you're enjoying this podcast, please be sure and hit that subscribe button on your favorite podcast platform so you don't miss another great episode. We'll be right back with our interview with Estee Lauder Companies, Doug Janssen, SVP, Go-to-Market Analytics & Activation and Learning Center of Excellence, right after this message.
Michael LeBlanc 10:30
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Michael LeBlanc 10:48
I mean, wow. It's such a sophisticated articulation of these intersecting points of different areas of your measurement. So, you know, at the Estee Lauder Companies, you, you, you've described how you not only measure paid media, you look at earned media and your competitive analysis. Talk about let's broaden that lens out a little bit. Talk about how you and your role and your department and how does that all feed into the business strategy? I can, I can sense and get from the day-to-day, there's both strategic and tactical implications of what you do but help us broaden the lens and, and how does it feed into the broader strategy for the organization?
Doug Jensen 11:39
From a broader strategy perspective, obviously, we work with brand teams who set the budgets and then we use the marketing mix modeling, and that kind of consulting to feed how brands should really give or put their budget into different areas. And one of the ways we do that, as we've introduced a, a framework that we call paid, owned and earned, and are good at market and measurement strategies that really reflect how our brands should spend in each, each of these three areas.
Doug Jensen 11:55
So, paid media is, as you'd expect, so media and traditional or digital, and it's placed by our media agency, using content that we've created, or that we've hired creators or influencers to create that content. We then define owned media, which means assets that we own. So, our own social media posts or content that we have on our branded sites. And this typically is reflective of internal resources to develop the content, but not exclusively.
Doug Jensen 12:15
And then earned media is where we have a lot of focus recently. And that's really defined as how you get others to talk or engage with you or your content, the typical way you would generate word of mouth. And word of mouth in the past used to be done in person. And now obviously, it's done both in person as well as digitally, and it's done by anyone who will talk about you. And so, what we're trying to do there is harness and leverage when, earned media, we're creators talking about one of our brands. And if it's a good thing, they're saying, and that's something we want to amplify, we would work with that content creator. And then you can also generate earned media, yourself by having, let's say, a typical press event, or you can pay for a product to be sent to creators, who then you hope will create some content about it.
Doug Jensen 12:46
So, that overall framework we've employed for many years, and now we use, as I said, the marketing mix modeling work to really understand the patterns of where the spend shifts should be made. And we provide that broad guidance to the brands in addition to working with a given brand on their particular project or their particular model.
Michael LeBlanc 13:43
Wow, it's, it's, it's very complicated. And let's talk about the "we" in that sentence. So, let's talk about the team, a team that you built. And the team that you know, works together to pull all these things together. Talk about, I guess, advice for the listeners about how to go about structuring a team. How do you take, you know, this, this capturing of analytics and vendors and earned and paid? What kind of team do you structure? And what kind of roles do you see that team having, having in the next five years? Is it integrated into the CMO type marketing role? Like how does it all fit and how do you build, what's a bi-, what's your best advice to how to build a team that can accomplish even, (crossover talk) a bit of what you are doing?
Doug Jensen 14:25
Yeah, certainly. First, I'd say it's a combination of talent and technology. You really need to hire the right talent, who in my view, are people who are highly inquisitive, who are interested in the category, in our case, the beauty industry, and who have an analytical aptitude. And then secondly, think about how do you onboard and pay for the right technology for that team to use? So, in social listening, for example, we've vetted a handful of tools and partners that we think do the best job at measuring consumer conversations. And so, now that we have those tools in-house, our, my team, using that technology and the vendor we partner with will really help to leverage and get the answers that we need.
Doug Jensen 14:32
In the future. In my view, everyone will succeed if they have a really strong blend of analytic technology experience and inquisitiveness, and then that's brought to bear or demonstrated through storytelling. And what I mean by that is, how do you actually tell the story of what you're seeing in the data? And how do you or how do we then work with our brand teams to describe those patterns or those trends. And then make the brand teams feel compelled to listen to what we have to say, and to our recommendations. And ultimately, you know, I'm in a cross functional enterprise role in service to the brands and the brands make the decisions of what they do, and their go-to-market strategy. So, at the end of the day, I tried to have our team do whatever they can to provide that service to the brand teams and say, you know, present and listen and present and listen and make sure that what we're doing is valuable. And so, I think that iterative process and working with the brand team to make sure you understand the questions that you're bringing forward, something that's valuable to them is what's the most important thing.
Michael LeBlanc 16:10
You know, I love what you're talking about basically being a storyteller, like it's one thing to, to define and mine and pull together the data but telling that story, particularly your context of the different brand teams. So, important, what advice would you have? Or, you know, what approach would you recommend for someone who wanted to get into that line of work? Obviously, they have to be fairly strong, quantitatively, but from a qualitative perspective, you know, how do you, how do you, what do you look for? What's your advice in terms of balancing those two things? I understand business, I understand quant and I understand the art of storytelling, really, I guess is it, is that that trifecta of skills, that, that people should try to develop?
Doug Jensen 16:50
Yeah, I guess I'll start with my own background. So, my university education was a nice balance or mix of both kinds of left and right brain. I had a major in statistics, but also in journalism. And in journalism, advertising is one of my focus areas. So,
Michael LeBlanc 16:57
Yeah.
Doug Jensen 16:58
My very first job was with Nielsen (inaudible), the very beginning of marketing mix modeling, essentially using statistics to measure advertising, which is a form of journalism. From journalism, what I learned is to ask questions, and to ask the next question, which then uncovers the next question you need to ask and then that gets to the why.
Doug Jensen 17:07
And from statistics, I learned the skills to apply that inquisitiveness through any kind of model or really a framework of analytical thinking to measure business outcomes. So, advice I would have is, if you're a quant person listening to this, you'll want to be, in my view, very deeply trained on a given technology, or go to an analytic vendor, to learn how to do, let's say, a model, or how to build a model. I think it's really hard to start your career as a quant person on the client side, because you need access to all the technology. So, typically, the companies that sell products hire out to agencies to build models for them. So, my advice is to work for a company, if you're a quant person to get that analytic experience, and then later, you can move to the client side. You can move to the client side later in your career like I did. And I actually spent probably more time on the vendor side, 15 years than maybe a lot of other people would but what that did for me was make me a more mature analyst, because I had a lot more context in a lot more industries I've worked at.
Michael LeBlanc 18:32
It's so interesting, I noticed that in your background you had both journalism and statistics. I'm not sure if I've ever seen that before. But it basically means you are a curious person. And you can tell a story, right? I think it contributed to, to what is clearly a great career success. In my past, I was hired. I was looking for a top analyst to use and build models and, and I met this gentleman, and he had a PhD in physics, but he just had this curiosity about everything we were talking about and didn't have much business experience. And it turned out to be a wonderful mix of, you know, very sophisticated understanding of physics and math. But then he had just curiosity, he didn't know the retail business, but he just was curious about everything practically. So, what you're saying really resonates well with me.
Veronika Sonsev 19:13
Doug, obviously through, throughout your impressive career. Talk about, I want to hear what you've learned, mistakes made and advice for people looking to follow a similar journey.
Doug Jensen 19:22
Yeah, I do have a couple things that I could offer here. So, first, within the analytics space, I would say analytics as a practice has been around for a few decades. But marketing as an industry has been around for, you know, 50, 70, 90 years, right. And I have spent a fair amount of time working with younger people over time. One of the things I'll say is if you're a marketer and you love marketing, absolutely, go do that. But if you're not sure, analytics, as a practice, has far fewer people, and you're going to have more of an opportunity if you love it, and you do it well to rise in the analytics field. Precisely because for every 10 marketers, there's typically one analytics person. So, that's one of the things I found in my own career is that they were far less of me in the companies and industries that I was walking around in versus the marketing folks.
Doug Jensen 19:51
The other piece of advice I have for analytics people, especially anyone work-, in the working world, in particular, is to constantly strive to deliver strong insights. So, the more you can listen to a marketer’s question, deliver insight to that question, and then be there for the follow-up to ensure that the analytics are understood, the more you can do that, the more of a trusted business partner you'll become. And in my view, analytics will offer a unique skill set in which to become a trusted business partner. So, when I think about marketing mix modeling as a technique or capability, it has this great way to provide a strategic viewpoint to a brand president or to a brand marketer, who needs to figure out how to spend their advertising and promotion dollars more effectively.
Doug Jensen 20:14
Then the other piece of advice I have is, how do you focus or find a category or a brand that's growing? So, in my case, the beauty industry is a really attractive industry, it's globally growing at about 10%. And some places in the world are even higher than that. And some categories even higher than that. So, one of the things that I saw in my career is I did move to an industry magazine publishing that was declining at 10% a year. And so there, the business effort was focused on cutting costs or reducing things so that you could still stay profitable even while the demand wasn't there. So, if there's a young person who's just starting out, and that's something that they can think about is targeting categories or industries that are growing, that works well, because it provides opportunity, because every time you know, you grow five to 10%, a year, a company actually adds positions and adds capabilities. And I give unsolicited advice to a lot of people. I'm sure that if you're really young, and you don't understand the benefits of that it may not make sense, but I'm very clear now. So, I almost bring it up in every conversation that I have in speaking to audiences. That's a really important thing to think about. And prestige beauty, our company in particular, just reported earnings growing at almost 10%, and all of our competitors growing similarly. So, the opportunity of, you know, everything rising, is incredibly important. And it benefits everybody in a company.
Veronika Sonsev 22:36
I love that it's such great advice, both the, you know, go into an industry that's growing, because there's lots of opportunities, I completely agree with you with that. And then also, there's a lot more opportunities for data kind of given that fewer people go into it. And I would almost add also, I feel like marketing has always been a mix of art and science, it's leaning a little bit more science. So, having that science foundation, just even if that's you don't want to do models as your career, like, being able to ask questions and understand the data would probably benefit almost any marketer. So,
Doug Jensen 23:09
Yeah, let me piggyback on that. So, marketing is a blend of art and science. I think you're seeing the CMOs, the Chief Marketing Officers now are, today are equally focused on being good brand builders, good marketers, but also understanding data, understanding technology, because marketers today have to know so many things, you know, the whole mark-tech landscape has exploded over so many years. And part of what I look after now is, is, that mark-tech stack in making sure we're making the right investments. But that's really for the marketers, because they're using all the technology. So, you know, 15 years ago, marketers had to be brand builders pretty much only and now they have to do both. And I think that for my partners and my peers that I worked with, that's really exciting for them as well, but also a challenge because there's so much you have to learn and know today.
Veronika Sonsev 23:58
Yeah, absolutely. So, speaking about careers in data and analytics, what type of skill sets do you look for when you're hiring candidates? And where can our listeners learn more about any open roles?
Doug Jensen 24:10
Throughout our conversation today, I've shared a few pieces of advice for folks to focus on in their career. And I would say those are the qualities that I look for, for people that I hire. So, in the data and analytics specific areas, I look for our analytic aptitude, inquisitiveness and good storytelling. And by analytic aptitude, what I mean is, do you have through your university education, or just as you've grown up a very keen sense to look at a business problem and figure out how to use data to answer that problem. Inquisitiveness, in my view, can't be taught. It's just, are you naturally curious or not? I've learned that as you, as we talked before, because I was a journalism major. And then finally, good storytelling, is the concept of looking through the data, looking through what you see, and then figuring out, what should a brand person learn from that? And how do you provide a really good way of telling that story? So, we use the concept of finding information. So it's never good enough just to say I have a finding, without thinking through, what is the implication. And the implication is what is the business partner and what to do with that information.
Doug Jensen 25:40
On the human side, I'd say I seek, or I'm attracted to positive, "can do", attitude people. And then people that can work really well with a lot of different personalities. In our case, we're a highly matrix organization, we have brands, regions and functions, and our team works with all of that. And then in the larger function that I reside in. There are dozens of people that do similar things, but also very different things. So, we have to work together in our function to provide services to our brands in our regions.
Doug Jensen 26:04
In terms of candidates or others at Estee Lauder Companies. I noticed that when an analytical per-, presentation includes the perspective of how the insights connect to the overall business strategy, or how we talk about providing enhanced value back to the organization, that’s if that happens within my team, that's an extra bonus that strikes my attention. And just specifically about how our company recruits, we maintain a very strong website at Estee Lauder, I think it's elcompanies.com. And there, where you can google Estee Lauder Companies careers, and then look for positions that are posted there. We also post a lot of our positions on LinkedIn. And I do that as well. Our HR folks don't like, if people emailing, people directly, they'd rather use the process that we've set up. So, we have a nice collection capability where people apply through our career site on our Estee Lauder Companies website. I'd like to network. So, if there's any way that anyone here is interested in Estee Lauder Companies, just please, we are always looking for folks. I'm always looking for analytics folks and looking through the open available positions and networking with anyone else that you may know, in our company is also something that people can do.
Michael LeBlanc 27:15
Well, I mean, it's been a great discussion. I mean, and we'll put, we'll put links in the show notes to all of those URLs that you mentioned, so that people can quickly go and see what opportunities are in your team and beyond. I love this conversation because I was thinking while you were talking about that old, you know, I know 50% of my marketing work. I just don't know which 50%. I think those, I think those, days are in the rearview mirror the sophistication of what you're doing of earned and paid and competitive. It's pretty impressive. So, listen, thanks again so much for joining us on Conversations with CommerceNext. It was such a treat for Veronika and I to chat with you and, and understand you know, how you look at understanding and more importantly in some ways articulating to the business, the insights and telling the stories and, and informing the facts and, and storytelling and business strategy. So, thanks again for joining us and I wish you continued success to you and your team, continued success and a great rest of your week.
Doug Jensen 28:12
Thank you so much for the opportunity. It's a privilege and a pleasure to talk to you both. Thank you.
Michael LeBlanc 28:17
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SUMMARY KEYWORDS
analytics, brand, companies, marketing, Estee Lauder, career, business, people, technology, industry, data, conversations, measurement, funnel, media, consumers, eCommerce, team, measure, model