Samantha Leal's Linkedin Analytics

🚨𝗝𝗢𝗕 𝗔𝗟𝗘𝗥𝗧: Brand Manager! 🚨 ¿Te apasiona lo saludable y sueñas con construir una marca que transforme hábitos en México? En 𝗕𝗲𝗯𝗶𝗱𝗮 𝗩𝗶𝘃𝗮 𝘆𝗮 𝘀𝗼𝗺𝗼𝘀 𝗹𝗮 𝗺𝗮𝗿𝗰𝗮 #𝟭 𝗱𝗲 𝗸𝗼𝗺𝗯𝘂𝗰𝗵𝗮 𝗲𝗻 𝗲𝗹 𝗽𝗮í𝘀. Pero vamos por más: Queremos que lo ultra procesado y azucarado deje de ser la norma. Y que lo vivo, lo natural, lo funcional se vuelva la nueva costumbre. Hoy buscamos a la persona que lidere esa misión con nosotros: 👉 𝗕𝗿𝗮𝗻𝗱 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 en Bebida Viva Buscamos a alguien que piense en grande: ✔️ Visión estratégica ✔️ Criterio comercial ✔️ Experiencia en alimentos, bebidas o wellness Alguien que conecte TikTok con el anaquel. Que mueva producto y construya comunidad al mismo tiempo. No es un rol de marketing. Es una oportunidad para construir una marca que deje huella. Si te interesa (o conoces a alguien), aplica aquí 👇 (liga en comentarios) ¡Gracias por compartir! Estamos armando un equipo con hambre, cabeza y corazón. 🧡 P.D. 🚫 Este rol no es remoto. Solo consideramos perfiles con base en Nuevo León :) #BebidaViva #BrandManager #Hiring

If your marketing plan looks like a menu, it's not a strategy. A real strategy makes tradeoffs. Activity ≠ progress. I've worked with dozens of founders who confuse motion with progress: → Posting on 5 social platforms → Running A/B tests on minor landing page elements → Creating content without distribution power They're busy but not effective. Here's what marketing focus actually looks like: → Shopify's massive bet on education (vs. discounting) → Airbnb's commitment to user-generated photography (vs. professional) → Stripe's developer-first documentation (vs. sales-led growth) Each made tradeoffs that seemed risky at the time. Each ignored "best practices" their competitors followed. Each won because of their focus, not despite it. The question isn't "what more could we do?" It's "what would happen if we went all-in on our biggest strength?" The difference between good marketers and great ones isn't creativity or budget. It's the courage to focus when everyone else is fragmenting.

A hard truth I've learned working with founders: What YOU think is valuable is not necessarily what your CUSTOMERS think is valuable. This gap is killing your growth. I've seen companies spend thousands on: → Features nobody uses → Messaging nobody connects with → Benefits nobody cares about All because they defined "value" through their own lens, not their customers'. To fix this dangerous disconnect: 1/ Look for the story behind the story Talk with your customers. Discover their personal experiences to truly understand their pain, needs, motivations, and objections. 2/ Observe, don't just listen Don't just ask for feedback, observe how your customers interact with your product. Look for patterns and behaviors that can reveal what they really value. 3/ Embrace their struggle Don't shy away from the challenges they face. Embrace them and use them as opportunities to find solutions that align with their values. 4/ Dare to be different Don't copy what others are doing. Your business is unique, show that off. Doing something different can make us stand out from the crowd. The most successful founders don't have more resources or better ideas. They're just better at seeing value through their customers' eyes, not their own.

This chart should be printed and handed to every founder before they launch brand ads: Awareness = quarters, not weeks Preference = consistency, not sprints Results = time * creativity * memory

Your team doesn’t need more ideas. They need to define the right problem. I recently watched a team of brilliant engineers build an "AI-powered dashboard" their users ignored completely. Not because it wasn't well-built. But because it wasn't solving a pressing problem anyone actually had. I've been through this pain myself. Here’s the process I use to stop that from happening: 1️⃣ Define with the problem with precision Use this formula: "We are trying to [objective], but [obstacle], which is causing [impact]." Weak: "We're not growing fast enough." Strong: "We are trying to scale from $1M to $3M ARR in 12 months, but our trial-to-paid conversion rate has plateaued at 1.2%, which is limiting growth despite increased traffic." This helps you diagnose, not just describe. 2️⃣ Break it down (MECE style) Break a problem into parts that don’t overlap, and together cover the full picture. Think of your funnel like a system. For growth issues, my logic tree looks like this: → Acquisition: Traffic volume/quality → Activation: Messaging/Onboarding/Time-to-value → Retention: Product value/Support/Engagement → Monetization: Pricing/Willingness to pay → Referral: Satisfaction/Mechanisms This breakdown helps you isolate where the bottleneck really is, without getting distracted by noise. 3️⃣ Find root causes Ask: "What would need to be true for this NOT to be a problem?" If trial conversions are low, is it a traffic problem? Is the trial too short? Is the value unclear? Push beyond the obvious. 4️⃣ Gather evidence Don't ask customers "why" - ask: → What did you expect that didn't happen? → What almost made you not convert? → When exactly did you realize this was a problem? What happened? This reveals the real story, far more valuable than survey scores. 5️⃣ Synthesize the insight Example: → Product delivers value in week 4 → But the trial ends in week 2 → Users churn before they feel the win That’s the insight you solve for. Not “make trial longer” but “shift value moment forward.” If your team is spinning on solutions without making progress, the problem isn't your execution. It's how they are defining the problem.