Marketing Evangelist,
Author & Keynote Speaker.

1
1

Mindful Marketing
workshops to enable strategic thinking

Rajesh’s mastermind sessions can help your team unlock critical customer insights for business growth.

BOOK RAJESH

Mindful
Marketing
Cartoons

‘Mindful Marketing’ is a series of pocket cartoons that apply the lens of humour and sarcasm to amplify the prevalent (mis)practices that hamper organizations in their marketing, branding and other initiatives.

I began this endeavour in early 2022 in collaboration with Arun Ramkumar, a cartoonist and brand designer. These cartoons are loved by the business community and widely shared in social media across the world.

Highly rated Keynote Speaker
and Marketing Strategist.

Rajesh Srinivasan is a Modern Marketing Strategist, 2x Author and a Tedx Speaker. His mission is to Turn Organizations into Centres of Marketing Excellence.

A sought-after keynote speaker, Rajesh has delivered more than 150 speeches, workshops and mastermind sessions in the last five years and positively impacted more than 4500+ industry leaders.

As a Marketing strategy consultant, Rajesh works with the CEOs and business heads of start-ups and fast-growing companies and supports them in their go-to-market, brand positioning and growth strategy. He helps organizations take crucial decisions in innovation, new product development, creative, content development and media strategy.

Rajesh has delivered keynote sessions at the business conclaves like World Marketing Congress & The Economic Times Marketing Leaders’ Summit. He has been appointed as one of the Jury Board members for the Economic Times – Most Promising Tech Marketers’ Award – 2020 & 21.

Featured on: Business Today, The Week, India Today, and Business Standard.

KNOW MORE ABOUT RAJESH

Hear from my clients

“Rajesh's keynote session at the Global Marketing Congress was so insightful, I have never thought about being Media-Centric and it has given me a lot of food for thoughts and ideas to plan my marketing plan. Thank you Rajesh for sharing your energy and expertise with us”

Claire Boscq-ScottGlobal Customer Service Guru, Author of the book – Thriving by caring.

“I firmly believe Rajesh Srinivasan’s strategic orientation towards
marketing will add great value to the companies.”

Rajeev KumraDean & Professor - Marketing, Indian Institute of Management, Lucknow (Noida Campus)

“Rajesh’s speaking session was very well received by our team with a lot of relevant insights . His level of knowledge and articulation was mind blowing.”

SridharRegional Manager, ITC
Listen to Rajesh’s keynote session

The Secret to become a True Influencer.

Latest from the blog column

Unlock industry
insights here

Segmentation, Not SEO, Should Come First

By | Uncategorized | No Comments

I believe any smart marketer starts with segmentation, not SEO.

Segmentation is strategy; SEO is tactics.

Here’s the issue: Most Digital marketing folks jump straight into keyword selection (For SEO), like a chef who starts cooking without checking the recipe.

They throw a bunch of words into the mix, hoping something sticks.

No segmentation, no strategy – just blind keyword analysis.

The result? Bland content that doesn’t resonate with anyone.

Or the flip happens.

You’ve got a laser-focused segment, but then you botch the follow-through. You miss the chance to speak their language, to target the exact keywords that scratch their itch. It’s like inviting guests to a gourmet dinner and serving them fast food. You’ve lost them before they even take a bite.

Here’s an example;

Earlier this year, I consulted a boutique international travel agency based out Dubai that wasn’t interested in selling cookie-cutter trips to everyone with a passport. They wanted something sharper, something that would slice through the noise. They were after adrenaline junkies—people who live for the next thrill, who need adventure like they need air.

We didn’t stop at surface-level demographics. We went deeper. Who are these thrill-seekers? What keeps them awake at night? What kind of experience makes them hit the “Book Now” button without a second thought?

We found our goldmine: professionals in their 30s and 40s. They’re stuck in buttoned-up jobs, craving escape. They’re not looking for another beach resort—they want experiences that make their pulse pound. This segment wasn’t just ripe—it was underserved. Less competition, more cash on the table.

With this clarity, the content strategy was a no-brainer. We didn’t churn out bland travel tips. We targeted laser-focused keywords like “extreme adventure vacations” and “high-octane getaways for professionals.” We knew these people weren’t just daydreaming—they were ready to book, and we made sure they found exactly what they were looking for.

The result? The agency wasn’t just another voice in the travel market. They became the go-to for thrill-seekers who wanted their next rush – now.

Here’s the bottom line: SEO, or any tactical execution, isn’t where we start – it’s where we end up.

It’s the natural progression of a sound strategy.

We don’t jump into tactics and hope for the best.

We start with a clear, targeted strategy that guides every move.

Without that, we’re just throwing darts in the dark.

But with it? Every tactic hits the mark.

David vs. Goliath: Can Private Labels Topple Big Brands?

By | Uncategorized | No Comments

The New Retail Battleground

As a keen observer of retail trends, I’ve noticed a fascinating shift in the landscape.

Traditional big box brands, those household names we’ve grown up with, are facing an unexpected challenge. It’s not just from their usual competitors, but from an entirely different player in the game: private label brands.

Let’s break this down.

On one side, we have retailer-owned private labels. Think of the products you see branded and sold by the big retailers like Reliance Retail, Big Basket, or MedPlus. These companies leverage their existing distribution networks, both online and offline, to get their private label products into consumers’ hands.

Influencers: From Selfies to Shelf Space

On the other side, we have a new entrant: influencer-owned brands. These are riding the wave of social media and Youtube popularity, using the massive reach and affinity of internet celebrities to build their customer base.

It’s a fascinating contrast. Retailer-owned private labels often lack the mental availability (or “brand awareness and recall) that big brands have built over decades. But they make up for it with their physical presence in stores.

Influencer brands, meanwhile, have the opposite problem. They’ve got reach and affinity in spades, but often struggle with physical distribution.

The Long Tail Wags

This shift reminds me of Chris Anderson’s “Long Tail” concept. Anderson argued that the internet allows for a much wider variety of products to find their niche, rather than just a few bestsellers dominating the market. In our context, influencer-driven private labels are perfect examples of this long tail in action. They’re niche products that might never have found shelf space in a traditional retail environment but can thrive in the digital marketplace.

Contract Manufacturers: The Silent Partners

But here’s where it gets really interesting. This new landscape is creating opportunities for companies that have always been in the background. Take contract manufacturers, for instance. These are the companies with the production capacity but without the marketing muscle. Now, they can partner with influencers or retailers to create private label brands, utilizing their capacity more effectively.

I saw this in action recently with MedPlus. They’ve rolled out a whole range of private label brands, partnering with contract manufacturers to make it happen. It’s a win-win: MedPlus gets the distribution, the manufacturers get to use their production capacity.

Maggi’s Moat: Can Private Labels Cross It?

So, where does this leave the big brands? The Unilevers, P&Gs, and Nestlés of the world? These are what Anderson would call the “head” of the long tail – the hits, the bestsellers. And they do have significant advantages.

Take Maggi noodles, for example. Its brand identity, awareness, and recall are hard to match. The same goes for its massive physical distribution network. I mean, can you imagine any private label noodle brand becoming a household name like Maggi? It’s a tall order.

The Margin Tug-of-War

But the big brands can’t afford to be complacent. I’ve done mystery shopping at various retailers, not just MedPlus but also at big supermarket chains and local stores. I’ve seen firsthand how they push their private labels. The staff recommends them enthusiastically, they get prime shelf space – it’s a rigorous effort to promote these in-house brands.

Here’s the crux of the matter: private labels offer retailers higher margins, while big brands offer higher customer preference but lower margins for the retailer. It’s a delicate balance.

In my mystery shopping experiences, I have also noticed something interesting. Brand-conscious customers still tend to prefer the conventional brands, even when store staff recommend private label alternatives. But price-sensitive customers, or those willing to experiment, are more likely to give private labels a try.

Big Brands’ Wake-Up Call

So, what’s the takeaway from all this? The retail landscape is changing, and it’s creating both challenges and opportunities. Private labels, whether retailer-owned or influencer-driven, are carving out their own space in the market. They’re leveraging distribution networks, social media reach, and partnerships with manufacturers to challenge the status quo.

For big brands, this means adapting to a new reality. They need to focus on what makes them unique – their brand equity, their quality, their innovation.

The YouTube Channel Acquisition Era?

As we look to the future, I can’t help but wonder if we’re on the cusp of an even more radical shift in the relationship between big brands and influencers. Could we see major corporations not just partnering with influencers, but actually acquiring their platforms?

Imagine a scenario where a big box company decides to buy out a popular YouTube channel or an influencer’s entire brand. It’s not as far-fetched as it might sound.

Air Jordan: A Glimpse of the Future

We’ve already seen something similar in the sports world, with Nike’s groundbreaking collaboration with Michael Jordan to create the Air Jordan line. This wasn’t just a simple brand endorsement deal. Nike essentially created a sub-brand around Jordan’s persona, leveraging his massive popularity and athletic prowess to create a product line – Air Jordan – that has transcended basketball and become a cultural icon in its own right.

Now, picture a beauty company acquiring a major beauty influencer’s YouTube channel. Or a tech giant buying out a popular tech review channel. These companies wouldn’t just be getting access to the influencer’s audience; they’d be acquiring a ready-made brand with built-in credibility and a loyal following.

This could be a game-changer in the world of marketing and product development. It would allow big box companies to tap directly into niche markets, get instant feedback on products, and have a built-in platform for launches and promotions.

Authenticity for Sale?

Of course, such moves would come with their own set of challenges. How do you maintain an influencer’s authenticity and credibility once they’re owned by a corporation? How do you balance the influencer’s personal brand with the company’s overall strategy?

These are complex questions, but I believe we’re going to see some companies willing to tackle them in the near future. The potential rewards – a direct line to consumers, a pre-built brand, and a new avenue for product development – might be too tempting to resist.

Blurred Lines: Retail’s New Reality

As we’ve seen, the retail and branding landscape is in a state of constant evolution. From private labels to influencer partnerships, and now potentially to corporate acquisitions of influencer platforms, the lines between traditional retail, digital media, and personal branding are becoming increasingly blurred.

For those of us watching this space, it’s an exciting time. We’re seeing the rulebook of retail and marketing being rewritten before our eyes. And while it’s impossible to predict exactly what will happen next, one thing is certain: the future of retail and branding is going to look very different from its past.

And for us consumers? Well, we’re spoiled for choice. Whether we’re loyal to our favorite brands, looking for a bargain, or excited to try something new, there’s never been a better time to be a shopper.

Customer Lifetime Value: The Most Ignored Growth Metric

By | Uncategorized | No Comments

Customer Lifetime Value: The Most Ignored Growth Metric

As a marketing strategy consultant, I’ve seen countless strategies come and go.

But there’s one metric that has consistently proven its worth: Customer Lifetime Value (CLV).

It’s not just a number; it’s a powerful growth engine that can transform your business.

So, what exactly is CLV?

Simply put, it’s the total amount of money a customer is expected to spend on your products or services throughout their entire relationship with your company.

It’s looking beyond the immediate sale and considering the long-term potential of each customer.

Calculating CLV isn’t as complex as it might seem.

The basic formula is: (Average Purchase Value) x (Average Purchase Frequency) x (Average Customer Lifespan)

For example, if a customer spends ₹7,500 per purchase, buys 3 times a year, and remains a customer for 5 years, their CLV would be ₹1,12,500.

I’ve found CLV to be particularly effective for businesses with repeat purchases or subscription models. E-commerce stores, SaaS companies, and service-based businesses can all benefit tremendously from focusing on this metric.

When it comes to service businesses, I’ve seen CLV work wonders for:

Professional services firms, Health and wellness providers, Home services, Salons and spas, Automotive services, Retailers (online and brick-and-mortar), Real estate developers, Financial services, Education and training institutions, Hospitality, IT services, Coaching and Consulting.

The Lethal Combination: Customer Lifetime Value and 80/20 Principle

Unfortunately, most entrepreneurs never orient themselves to see the long-term potential of customer lifetime value.

They don’t see the multiplier effect of nurturing customer relationships over time.

This oversight is particularly problematic for businesses spending heavily on customer acquisition.

If you’re pouring money into advertising without considering CLV, you’re likely not getting the full value from your marketing spend.

This is where the power of the 80/20 principle comes into play.

This principle suggests that roughly 80% of effects come from 20% of causes.

In business, this often translates to 80% of your revenues and profits coming from 20% of your customers.

Understanding and applying this principle can dramatically increase your CLV and overall business performance.

How a Furniture Retailer Leveraged CLV for Explosive Growth

Let me share a case study that illustrates the power of the 80/20 principle in boosting Customer Lifetime Value (CLV).

I once worked with a furniture retailer whose CEO was solely focused on customer acquisition, calculating return on advertising based on immediate sales.

When I dug into their existing customer data, I discovered a classic 80/20 distribution:

1. A vital few (roughly 18%) of their existing customers were responsible for 75% % of their profits.

2. Within that top 18%, we found another 80/20 split: 4% of their total customers (the top 20% of the top 20%) were generating roughly 75% of the profits.

I also noticed that customers who made a second purchase within six months had a 60% higher average order value.

However, only 14% of their customers were making that second purchase.

Applying the 80/20 principle, we implemented a targeted strategy:

1. We identified the characteristics of the top 4% of customers and focused on acquiring more customers with similar profiles.

2. We created a tiered loyalty program, offering premium benefits to the top 20% of customers to encourage more frequent purchases.

3. We developed a post-purchase email sequence specifically tailored for the top 20%, with personalized product recommendations based on their previous purchases.

4. We implemented a referral program that offered greater rewards to the top 20% of customers, incentivizing them to bring in new high-value customers.

5. We retrained the customer service team to provide white glove, VIP treatment to the top 20% of customers, including priority support and exclusive offers.

The results were significant:

1. The percentage of customers making a second purchase within six months increased from 15% to 28%.

2. The average order value for repeat customers in the top 20% increased by 80%.

3. Overall revenue increased by 42%, with only a 5% increase in new customer acquisition.

4. Most importantly, the value generated by the top 4% of customers increased by 120%.

If you notice, I have added a layer of leverage to the Customer Lifetime Value by applying the 80/20 principle.

This combination will create hypergrowth without spending massive amounts of money on advertising and other unproductive efforts.

I have learnt this approach from Perry Marshall, a Direct Marketing Veteran and author of the book – 80/20 Sales and Marketing.

Not all customers are created equal

In my experience, the businesses that truly thrive are those that strike a delicate balance between customer acquisition and retention.

It’s also crucial to view your customer base with a razor-sharp focus, segregating them into the vital few and the trivial many.

The common belief that “all customers are equal” may sound philosophical and customer-centric, but it can be detrimental in business.

Here’s my final take.

In recent years, I’ve observed a significant shift across most business categories.

The pendulum has swung heavily towards acquisition, often at the expense of leveraging existing customer relationships.

This imbalance is precisely why I’ve placed such strong emphasis on utilizing customer lifetime value (CLV).

While acquisition is undoubtedly crucial for growth, the often-overlooked potential within a company’s existing customer base is staggering.

I believe, in today’s competitive advertising landscape, the businesses that can redirect some of their acquisition-focused energy towards retention and CLV optimization are the ones that will see sustainable profits without increasing their marketing costs.

P.S — To Unlock Your Business’s Hidden Growth Potential – Book Your 30-Minute Strategy Session with me.