Manscaped’s edgy marketing: How data & analytics drive risk and reward

Key takeaways

1. Multi-channel advertising strategy

Manscape uses a variety of advertising channels, including TV and digital platforms, to reach a broad audience. This strategy has resulted in hundreds of millions of impressions and high engagement levels, ensuring their brand message is widely seen.

2. Balancing humor with product information

Their campaign cleverly mixes humor with product information. By integrating fun elements with key details about product features, like improved grips and lighting, Manscape effectively captures attention and educates potential customers.

3. Listening to customer feedback

Customer feedback is crucial for Manscape. They use it to make informed product improvements and refine their marketing strategies. This responsiveness helps them stay aligned with customer needs and preferences.

4. Data-driven marketing decisions

Manscape relies heavily on Supermetrics for tracking campaign performance. This tool helps them analyze data across different platforms, allowing for data-driven decisions that optimize their marketing efforts.

5. Product line diversification

Offering multiple versions of their grooming tools, such as the Lawn Mower 3.0, 4.0, and 5.0, Manscape caters to various customer needs and price points. Each model reflects user feedback and targets different customer preferences.

6. Adapting to long decision cycles

Understanding that high-quality products often involve longer decision-making processes, Manscape focuses on building brand awareness and providing comprehensive information to assist customers in their decision.

7. Expanding the customer base

Despite being a male-focused brand, Manscape has found significant interest from women, both for personal use and gifting. This broader appeal presents opportunities to tailor marketing strategies to engage female customers more effectively.

8. Efficient creative testing

Manscape performs extensive testing of their creative assets, using methods like A/B testing to determine what works best across different demographics and platforms. This approach ensures their campaigns are optimized for maximum impact.

9. Automation benefits

The automation capabilities of Supermetrics streamline Manscape’s data collection and reporting. This efficiency reduces manual effort and allows the marketing team to focus on strategic initiatives.

10. Long-term customer relationships

Manscape is dedicated to building lasting customer relationships by analyzing metrics such as repeat purchases and churn rates. Improving customer retention and satisfaction helps drive long-term profitability and brand loyalty.

Want the full story?

Learn more about how Manscaped uses Supermetrics to optimize marketing campaigns and enhance product development. From consolidating data to driving customer-centric innovations, explore the details in the full case study.

👉 Read the case study here

Transcript

Jessica Gondolfo:
Hey everyone, welcome back to the podcast. In this episode, Lanny Chiu, VP of analytics and Cory Cinelli, senior business analyst from manscape are talking about risk versus reward and the role analytics plays in Manscape edgy marketing strategies. So Lanny and Cory, welcome to the podcast.

Lanny Chiu:
Thanks for having us.

Jessica Gondolfo:
Awesome.

Cory Cinelli:
Yeah, appreciate it. Glad to be here.

Jessica Gondolfo:
First and foremost, can you maybe both introduce yourself and tell us what your role is at manscape?

Lanny Chiu:
Sure. I'm Lanny Chu. I'm the VP of Analytics and Business Intelligence at Manscaped. I run the team where we start from data as a whole, holistically we ingest data from many sources, including Supermetrics. It's one of our key vendors, and then we get it down to actionable insights. I think that's really what we want to do. We want to boil the information to a point where we can be very tactical and intelligent because we live in a world of tremendous information and can be tremendous confusion. So that's really my goal, is to get to a point where we informed decision makers with key tools to help us maximize our business goals.

Jessica Gondolfo:
Amazing. Corey, you want to give us a little introduction as well?

Cory Cinelli:
Yeah, absolutely. So my name's Cory Cinelli. I'm the senior business analyst working with the marketing team here at Manscape. So very similar to what Lanny mentioned, but just more specific to the marketing team. So being a marketing sort of driven company, we have so many different really talented people and teams that are specialized in, whether it's paid media, whether it's podcasts, influencers, all of these different marketing spaces that are seemingly exponentially evolving. I help to dial as much of that as we can in and get as efficient, as optimized and as intelligent as we can because we're always trying to stay on the cutting edge and we're not trying to just go out there blind. We're trying to be as informed as we can.

Lanny Chiu:
And I think also this environment also, we see a lot of just, there's so much innovation going on and so many new marketing channels are coming up and understanding the relationship between them is very important. Plus we live in an omnichannel world, so understanding to a retailer or Amazon sales is incredibly important. So it's really, it's a constantly moving landscape and we have to be very flexible and always on our toes.

Jessica Gondolfo:
That's awesome. I definitely have some questions about your omnichannel mix because I think that that's so relevant today and talking about, so Manscape has had a pretty incredible growth journey. I think one of the stats I saw, it was three to 300 million in three years, which is amazing. And the quote that went along with that was Manscape made fun, what traditionally was a taboo topic, and I think that blends really well into this risk versus reward and how you guys really push some of these edgy, fresh marketing campaigns out. So my first kind of question is I'd love to understand a little bit further from the analytics perspective. Did you run any tests to see if more of this edgy approach would work better than what I would consider more of a traditional marketing approach?

Lanny Chiu:
We have a couple of things we do. I mean, we definitely try to test everything we can and all new campaigns that come out have their own ROI and Coryy does a lot of the work to set those up and get the marketing adjustments and reads correct. But one particular example is we have in some regions there is a PG less risque version of some Google ads that we run. So we can definitely check the performance of the risque, the more risque versus the less risque. And as you might expect, we're a pretty unique product and so we have humor as a huge element of not just our marketing campaign, our culture. And so the more risk case stuff tends to do better. We had a pretty famous one recently where there's an MMA fighter called Derek Lewis and

Jessica Gondolfo:
I saw this,

Lanny Chiu:
He sort of organically, he took off his shorts after a fight and Joe Rogan asked him, why did you do that? And he said his groin area was hot and I guess he said my balls was hot. So we just sort of took that on. We have a relationship with the UFC and he launched a campaign for us and that has done fantastic. We got a ton of free press and organically went viral a couple of times. So I think we really try to lean into that ethos there.

Cory Cinelli:
Yeah, I would springboard off of Ani just said with I believe, and I'm going to butcher the specific verbiage around it, but one of our core tenets when you first joined Manscaped is something to the effect of we want to be funny, we want to be edgy, but we never want to be offensive. That's something that's sort of a motto. We're always trying to, I think, maintain a balance on. And so the Derek Lewis is a great example. For those who haven't seen it, I would encourage checking out that commercial, it's about 30 seconds, but he was a really good sport about it and really leaned into the culture, the humor that we present. So obviously took a organically very funny moment that happened in the heat of a UFC match and turned it into what effectively was a pharmaceutical commercial. If you watch it, it was directed in the sort of vein of you're watching some commercial first senior citizen medication and he leaned into it and talked about how with Manscape he can help battle the plight that is my balls was hot and things like that were just a very organically emerging idea.
And that's where the talented people that we have in the marketing team along with our ability to do some of these sort of on the fly optimizations and better understand the performance of an opportunity like that. It's really one of the to Lanny's Point just recent success stories. But that's sort of been the journey of Manscape going all the way back to, I think the first celebrity that we worked with or big celebrity was Rob Gronkowski and his commercials of him out in a yard with his girlfriend, I think wife, maybe girlfriend at the time. And this was featuring the lawnmower. And so looking at making all of those puns right about the lawnmower, hedging the bushes and all these other things, it's kind of been sort of I think a core of the Manscape identity for a long time. And I think we've also just done a really good job of maintaining that without ever, at least to date, that's what our job's afford. Not ever going too far over the rails, not letting us enter that territory where we could be considered being offensive or coming off a little too crude. We want it to be funny. Again, we're making jokes about very similar I think to what's going on in a middle school lunch table for boys. So we have to understand that that's sort of the baseline, but let's still be as educated and as, let's call it, dialed in as we can with making those decisions.

Lanny Chiu:
I think just generally given the nature of the product, you have to laugh because funny, so I was trying to explain to my dad what it was, and he's in his seventies so he didn't quite understand. So I think there's just a lot of that element where if you don't have a sense of humor about it, you can't really market it have to be, I think, fun. We're not going to have a Quicker oats style marketing campaign. We have to be on the edgy side.

Jessica Gondolfo:
But I really love because I think that that's a really great point. How do you be edgy and funny and kind of make light of something that might've been a little uncomfortable in previous conversations without going overboard to be offensive? And I think that Manscape has done that extremely well, most recently that I loved, and if anyone hasn't checked it out, they're new. The boys campaign was just absolutely fantastic. I loved it. And I saw the press release with this and your CMO had said, when you're trying to scale on performance marketing, it reaches a point where scaling is no longer efficient. You need to work a top of the funnel brand to make it a bit more front and center. And I thought that that was so interesting in the way that a lot of marketing is moving and more of that authenticity and a lot of the brand building you guys have been doing. So I'd love to understand from the analytics perspective, what has changed and what new data points are you using to determine ROI and ROAS with the top of the funnel brand building approach?

Lanny Chiu:
Yeah, those are great questions and I think it's definitely when our CMO talked about it, we live in a world where we grab all the keywords, we know what works well in Google search and we on all the podcasts you run out eventually we have a tremendous budget, but even with that, we are sort of maxed out in a lot of at traditional media. So getting to that brand building phase is very important. It's also very important because we have a lot of the growth in our company has been through marketplaces, Amazon, eBay, a TikTok shop, and also in our retail partners, and we don't have as much ability to directly affect those channels with spend. So it really is a top of the funnel awareness campaign. To that point, it is much more of a challenge to measure because Google's kind of great in that you click, you buy, we know what you spend, it's really fast.
Similar with Facebook and other partners we have, whereas we're looking for more secondary indicators, I would call 'em because we can't do the direct measurement. So things like the fraction of our sales that are the Bois is a growing focused campaign. We have other products as well, so we can look at the shift in our sales between growing and non growing. For example, as one measure, we can look at the sales in our retail partners. Do they go up? Do they go down? We are in Target and Walmart right now, so we have good data coming out of them on what's getting sold. Similarly on our Amazon channel, we can see the effectiveness. The thing we can do also is we have a lot of tools to look at conversion rate by brand term or keyword search term. So we can look the delta of that between the pre and post launch period to see if we're driving more of that brain interaction.
And then finally, we also have some tools to do, we do have a lot of comments and views. So we have things like in our Amazon reviews, we can download all those. We have YoPo and capture reviews. So we can also just take a look and we're starting to get into using some AI tools to look at those comments pre and post and see if there is an ability to tell if there's a difference and if it did move the needle. And those are also very nice because we can segment out the Walmart customers versus the target customers versus the DTC customers. We can see if there's differences in what the comments are telling us in those different categories.

Cory Cinelli:
I don't have much to add. That was a really comprehensive answer by Lanny, but I would just say just to your initial question about how do we measure with a changing sort of, if you want to call it objective versus what we've maybe done in the past, which is more about acquisition, really focused on trying to just get people to our website, get them into a purchase funnel, and ideally we offer sort of a subscription plan that people can opt into. They come in at a lower initial price for their product that they're purchasing and they enter a three month subscription cycle. So that's I think been the bread and butter, the ideal customer path that we've seen historically. But as we mentioned, as the company grows, as we become more omnichannel, there's not the same sort of ROAS calculations or dollars to dollars that we might've seen in the past with we spend this much money on Facebook or Google or the combination of these multiple channels.
We can pretty directly see that immediate impact on our D2C, our website sales when we're now sort of everywhere, we're both at end caps of Target as well as Tesco's in the UK and Australia. I think one of the big things that we've had to do is re-adjust what those KPIs look like. So rather than looking at things like ROI and ROAS is necessarily being the end all be all, or maybe obviously those are still indicating what you're doing from a profit perspective and how efficient you're being from a marketing perspective. But I do think that those also sort of Lanny's point. We have a sleeve of new sort of metrics or benchmarks that we create to see the difference, especially for a branding campaign. We're not expecting this to be something that's going to immediately drive sales. If you are familiar with those that have watched the voice campaign, there's not a call to action in that it really is not telling you to go purchase.
It's more of just instilling the idea of what Manscaped is in the hopes that maybe not the next time, but maybe the third time you see us when you're checking out at Walmart or Best Buy or anything else like that, that we permeated and we become sort of an idea of what the product is, what we can offer. And I hate to say normalized because that makes it sound weirder than we might be, but you know what? I think you might know what I mean. Just normalizing the idea of manscaped in their lives. I think that's become sort of a big shift for all of us. This is the biggest shift in campaign structure that we've done, at least since Lanny and I have both been here. And so it's been kind a fun journey for everyone to go down together.

Jessica Gondolfo:
And I see that third party retailers have been a big go-to market approach for you all from an omnichannel perspective. And I also noticed the way that you communicate on different channels is slightly different. Like your YouTube channel versus your TikTok channel versus your Instagram channel has very similar branding, but sometimes different. One is more educational, one is more funny, one has obviously a lot of your commercials and everything in it. So I'm wondering to your point, from more of a channel mix perspective, are you still looking at things that are very specifically driving D2C, like you are still looking at that acquisition versus third party, or how are you making some of those marketing decisions in house from an analytics perspective?

Lanny Chiu:
That's a great question. I think what we do have is we do a post-purchase survey. So we have a lot of information on the demographic information of our individual customers based on the entry channel. So TikTok skews younger, I didn't know how much younger, but it skews quite a bit younger. Some of our products skew older. So for example, our beard product tends to be for, it takes a while to grow a beard, so it's not only the 18/24-year-old as much. So we have a lot of information about the breakdown of our incoming customers from the different channels, which then helps us educate on what would be the most effective marketing tools in that campaign. For the retail shoppers, it's more challenging. I mean, we have high level metrics. I used to do a lot of stock market investing so we can get some information out of the 10 Ks and 10 Qs about Target versus Walmart and that, but it is much more of a challenge because we don't get that level of granularity about what's being purchased as much.
So that's where we have to look at some of these higher level metrics around overall sales, and we can look at things like product mix. So for example, the Walmart tends to be a little bit of a lower income cohort than Target. So our lawnmower3, which is a great product, but we're currently on lawnmower 5, that's our flagship product. Lawnmower 3 is doing amazingly well at Walmart and at Target it's slightly different product mix, so we can try to tease a lot of the information out about who is buying and what that implies for the marketing as well as the product mix that we want to offer.

Jessica Gondolfo:
Interesting.

Cory Cinelli:
Yeah, I don't have much else to add onto that. I think that that's point, the big thing with this shift that we're making is still keeping the focus on D two C and what the great thing about direct to consumer, I guess is what I'm referring to, and that's our own website sales. The thing that I think that we've found is still really relevant or valuable is that in the world of omnichannel, especially when we're working with so many different third parties, talk about marketplace sellers like Amazon, TikTok, there's a more shallow pool available of customer data, and there's still so much that we can get and it's not even a completed story. I think there's always new wrinkles or new sort of perspectives with which we can look at our customer data that we're collecting, and that can take many different shapes. Lenny mentioned our post-purchase survey.
We look at reviews on a general perspective like product reviews aggregated from across different websites as well as just behavior. So getting more and more refined, especially in the world with the deprecation of third party cookies, figuring out the best ways to go about identifying customers, creating cohorts, understanding those trends, and then figuring out ways that we can create. Again, I think the big part of it is making it a shift between just looking at here's the ROI number we want to go to and more of, okay, we've seen that throughout time. This is a benchmark for a number of growing search term conversions per day or per week. We want to maybe make that a new focal point rather than just only looking at ROIs as a measurement for success. I think especially with this omnichannel spread, there's so many other relevant pieces. The website data is still a major part of that engine, if that makes sense.

Lanny Chiu:
No, go ahead. Oh yeah, no, just to call it, I mean Cory makes a great point about the LTV. So we really do have a, it's a subscription based business, but also in the last couple of years we've introduced a wide range of new great products. So we launched a beard product, we have a handyman foil product, we're launching a skull shaver. And so the other thing that we've found, especially on some of our, notably in Amazon and across the board, we're getting people to reengage with a brand by buying additional products. So obviously the lawnmower is great when the new one comes out, you should pick that up. We also have a wide variety of products, so we're trying to get broad as well. So we started out as a growing company probably we always be known as that, but our biggest growers last year were outside the growth, so that's one of our key initiatives as a company, and I think that's where some of the branding helps too, because we can drive those non-growing purchases and if we make that awareness, that really helps build that LTV model up. So that's really, I think a lot of the secret sauce that we've noticed here the last couple of years is these additional products are very, very incremental. So it's great for us because if you're just create a lawnmower, we're the category leader, we can only grow so big. We're really trying to get into other categories and really dominate them to the same extent that we've had because we have a great brand reputation.

Jessica Gondolfo:
Yeah, that's great. And I think it's really awesome that you guys are doing so much with customer voice and post purchases from a survey perspective, because that leans more into demographically if you know your audience, does that help you determine new product launches? Are people giving you feedback of what they're looking for from manscaped?

Lanny Chiu:
Yeah, definitely. I mean, we do a lot of customer surveys to see what customers want, what value propositions they have. We have a great product development team that we have a five-year roadmap with all kinds of great stuff coming out. That's part of it. The other thing we can also do is one of the things we looked at is we looked at the fraction of the population by zip code in America. We have that from the census, and then we can look at the fraction of sales in our D2C business in those same zip codes, so we can see where we over and under index. And that also gives us a pretty good idea of what types of folks, and as these geo demos have similarities across the country, we can then look at those and say, oh, we can infer a lot based on the zip codes because every zip codes, if you're selling really well in Salt Lake City and you're selling really well in downtown Chicago, there's very different demographics, income levels, all the different populations we do historically, we've done really, really great amongst the military population. So that's something that's very noticeable right away. So we can share these insights with the retail partners and to help them Merck the stores or go heavier in certain areas where we know certain cohorts are going to be really receptive to our products.

Cory Cinelli:
And to go off of the idea of how we're shifting that from a customer demographic perspective, I also think one of the things that we do from a user behavior or just understanding purchase patterns by customers is we've really been able to, we're very lucky. We have stellar star set team that handles our Amazon, our marketplaces and the way that they put together different products on there, the different listings, the management of those listings. And then additionally, we leverage a virtual bundling on Amazon, which is sort of an option where our team can go in and identify, say one of the big success stories that we've done with this is say it's running into prime day or there's sort of a holiday that comes up and we know we start to see a velocity increase in terms of sales. Our team is able to go in and sort of see what our customers buying, not just from a standalone purchase perspective, but what sort of self kitting is occurring, what products are people buying together, and what opportunities might there be for us to work to create that bundle that might not be something that you can buy directly on our website store because there's plenty of other logistics issues that come into play when we're talking about creating a bundle.
But we've been able to do a lot of testing with those virtual bundles historically, and they've been very successful for us to sort of do in real time. What are people kind of creating on the fly? It looks like they're really combining Toni's points earlier about the move beyond the groin that we've been doing for the last couple of years. People really do seem to have a propensity to want to buy both a lawn mower for below the groin and one of our new face tremors, whether that's the handyman foil trimmer or that's the beard hedger, full fledged beard sort of device. There's an ability to give those offerings as they're coming in. And that's actually led to just in the last week since the time of this recording, we just launched those same bundles that we were seeing a lot of success in the Amazon channels in our D two C website business. So the beard and balls bundle, the have now recently just come out on our website as official offerings, and so far they're looking great and we're sort of using those insights that we were able to gather from real time customer purchases as well as doing some testing and sort of a more, if you want to call it a closed environment or a more limited timeframe.

Lanny Chiu:
Yeah, awesome thing I would call it is based on the post-purchase survey. That was one of our customers told us that. They said, we asked them what they wanted, and you can imagine we're an interesting product. So there were some interesting comments, but one of the things that did come through was I'd like, can I buy both of these? And obviously you can buy both of them, but yeah, let's give you some value. So we, in our category, we are the highest cost product. It's the highest quality product. So sometimes putting 'em together can be a little bit challenging financially, especially nowadays, but if we provide that value to get a great bundle, so yeah, buy a lawnmower five and a beard hedger and we'll give you a great price on those two things. I think it's a very, very powerful, very marketing strategy right now, especially in an era where we all have seen the benefits of inflation and Cory and I live in San Diego and feel like you can't drive because once or gas. So I think that really, that's a powerful story I think right now especially.

Jessica Gondolfo:
Yeah, that's fantastic. Also, I think it's just so important for your customers to know you listen. So many brands, I don't get that many post-survey questions about brands that I buy online. And there are a lot of times that I would've bought more than one product, but I said, eh, let me test one first and then see if I like it. And maybe I go back, maybe I don't, but I would've bought two if they had more options. So I think it's also just the voice of the customer and using that, it's so powerful and I love that you guys are doing that from a marketing strategy.

Lanny Chiu:
Yeah, I mean, hey, we want to make our customers as happy as possible and that benefits us, that helps our growth and helps grow the brand. And I always think that the most important thing is we have over 10 million customers worldwide right now, but there's over three 40 million Americans, and so we are, and there's 7 billion people in the world, so there's still a lot of scope to expand our presence.

Jessica Gondolfo:
That's awesome. I'd love to understand. Now you guys are big users of Supermetrics. How are you using Supermetrics in your role today?

Cory Cinelli:
Yeah, I can probably start on this one. So I'm the primary person, our team that's really going in and working within the Supermetrics platform. And I would say one of the things that we gravitated us towards the product initially and has been what's kept us coming back is the ability not only to have the native integrations through a vast array of different channels, and by that I mean connections through APIs for things like TikTok and sort of your big ones, TikTok and Bing ads, Google Ads, but also even rogue channels, fringe channels as we might refer to them as. So smaller, new sort of upstart marketing platforms that are maybe not out of the box, providing an easy means of automating the collection and then sort of transformation of the data that we can get from there. One of the things that we've really enjoyed about our partnership with Supermetrics is that the ability to do your extraction and integration tools are extremely intuitive and they're also very well maintained to the point of I'm constantly going in there, I'll come off of a meeting with some people on the marketing team and I'll hear about a new, I don't know, let's call it quicker or something like that, some weird new marketing thing that's going to do something for us.
Just as an example. I'll hear that and I'll say, okay, well, I have no idea how we're going to get this ingested with everything else. This company sounds like it's just started in a garage or something. They probably don't have the infrastructure. The amount of times that I've been surprised find that there already is an existing integration with Supermetrics really is a good indicator that you guys are staying ahead of the curve or staying with the industry as far as new emerging platforms, new emerging ways of ingesting the data. And so that would be, I think on just sort of what brought us in on the first place was being able to get an easier means rather than needing to get a developer internally that was going to go be writing calls to APIs all the time and all the other things like that. It would be a full-time job.
So we were really getting a lot of benefit from that perspective. And on the other side, I think one of the things that I've found the most useful from it is the data blending tools that you guys provide, which allows us to do a lot of the transformation that we end up doing down the road in our internal reporting system. So we use Looker in Manscape, some companies similar to a Google Studio or PowerBi, we use Looker in for Looker. We end up aggregating everything and that includes everything we get from Supermetrics as well as different internal manscaped owned database suppliers, our NetSuite data for operations, things like that. I think the thing about Supermetrics platform that allows us to be a lot more strategic is the blending that I can do within that platform before I send it down to the data lake, if you will, where we kind of keep everything else.
I'm able to sort of do some testing, do some refining, make sure everything's lining up the way that we want it to. They're constantly changing even things as simple as attribution windows or ways, again, like we talked about earlier with the shifts from more of a two branding from more of an acquisition orientation. For us, I think that's also been a big help with Supermetrics is the flexibility with which we can change those integrations in the ways that we're streaming the data. And it's helped us sort of look at things that we haven't looked at before. So for example, we use our Snapchat data comes through our Supermetrics integration. One of the things that we tested with the voice campaign was a custom filter. So again, part of the whole branding idea here, being that there's probably not a lot of custom filters that are necessarily activating purchases immediately, but we created, for those who haven't seen yet, it's a filter that'll just create your boys for you, which is just two sort of smaller lookalike versions of you and the filter allows you to change their hairstyles.
So kind of a silly thing, but again, part of the fun of doing a brand campaign, it's supposed to give that humor a fun little activity to do what of the questions was how do we measure this? What does that look like? This isn't an ad on Snapchat, this isn't a conversion oriented, what are we going to measure uses of our filter? So we were able to get that data, that data is already existing available through some of the native super metrics options, and so we were able to kind of pull that out and see the performance of something like Snapchat filter while we're going over how everything else in the campaign is performing. We can also say, oh, and we had X thousand users per day on average of the voice filter, which is again, going back to the conversation about our benchmarks we call that. That's great. That's a great success.

Jessica Gondolfo:
That's incredible. First of all, thank you for going so thorough in that. I feel like any of my follow-up questions you answered to me. I'm curious, how did the campaign do?

Cory Cinelli:
We're only just about two and a half months in, so still very early I think in the lifecycle that we're considering internally. Again, for the ways that we're constantly changing the performance, things are looking good so far, but there's a lot to what we've been talking about this whole time. It's a shift for everybody's expectations. I think in the past we've sort of been kind of just turning out the hits, if you will. We'll go come up with a new piece of creative, we'll put it on TikTok, we'll blast that on TikTok, Snapchat, all the others, and lawnmowers will basically just start flying off the shelves. I think that this is a different sort of idea for us, and it's been really rewarding to work both alongside land and all these different team members, both from marketing to the retail teams to everything to sort of talk about how we're shifting this expectation and where we can see the winds come from. So very early signs are looking good thus far, but we're thinking this is a multi quarter at least long initiative. So we're in the early stages and that's kind of the fun part of it too. We're still kind of coming up as with different ways to look at it as we go.

Lanny Chiu:
Yeah, I think we do have have the premium product in space. So our decision cycle I think is a little bit longer than, it's not the $30 shaver you can throw in products are the highest quality ones, so it just take a little longer for that decision matrix to go through. But I would say I think our reach has been quite impressive. We've hit hundreds of millions of impressions. The TV ads have been, we've shown a lot of engagement with our ads. We know that the word's getting out. So in Cory's point, I think this is a longer, it's moving a big boat where you got to shove it a little bit and just see where it goes. So we'll continue to track it over time, but thus far our high level hypotheses have borne out, and so we're really happy about the performance today.

Jessica Gondolfo:
That's fantastic. I mean, there's no doubt in my mind that it's going to do so well because I loved that campaign so much and I'm not even your demographic, so I can only imagine how well it's doing for your others.

Lanny Chiu:
We'd be surpris, we have about 15% of our customers are women, really gender API, which is a tool to get that information, and about 20% of those do purchase products for self use. So despite the fact that we have a pretty aggressively male focused company, and it's called manscape, women do find value in it too. I mean, they primarily purchase for gifting purposes, but they also, when you do read the commentary and the surveys, there's a lot of women who talk about how they're using it for themselves and it's a That's

Jessica Gondolfo:
Fantastic. That's amazing.

Cory Cinelli:
Oh, sorry, go ahead. I didn't mean to cut you off.

Jessica Gondolfo:
No, no, go ahead.

Cory Cinelli:
I was just going to throw one more thing in. I meant to bring this up earlier when we were talking about sort of the ways that we're responding to customer behavior, customer feedback, toy's point just about the percentage of women purchasers that we see using the Manscape products. For those of you who might go to the website, you might wonder why we're trying to basically rip off the iPhone with our right now you, you'll see on our lawnmowers, we have the lawnmower 3.0, the lawnmower 4.0 and the lawnmower 5.0. I promise that is not solely because we're trying to just do annual releases for our shareholders or whatever the idea might be. A lot of that is because if you look at those product differentiations, there are a lot of different pieces of feedback that we've baked into each one of those models. Obviously there's a different price point delineation between them to indicate levels of features that are available.
But the other part of it is listening to feedback as far as how the light on the device should work. Where should it be? How bright should it be? How big should the handle be from an ergonomics perspective? Does it fit better in this hand or that hand? How do we make it as easy for people to use? And that can not be the same for everyone. There's different feedback and depending on the type of customer we're listening to, we're getting a lot of different nuances baked into both the product suite as a whole, talking back to the expansion beyond the groin with sort of addressing the need for beer trimming, face trimming, other things like that that are part of a guy's daily grooming habits. But I also think that the really interesting thing that we're able to do with the lawnmowers is because we have sort of a suite of models that are now part of this is a newer initiative to have three kind of concurrent new models that are all recently remodeled and refined, and they're all based on different customer feedback to better sort of give an option to the customer based on anything as far as how close to the skin do I want to go all the way to how much of does grit play a role in my ability to use the tool correctly or comfortably?
So all of those things are also being layered in on a ever moving basis for us.

Lanny Chiu:
Yeah, I guess the other thing is we do having a good, better, best type of option I think is really powerful for consumers, especially young, our younger cohorts, our 18 to 24 year olds, we want to get those people involved in the brand as early as possible. I know when I was 18, when I went to college one time, I had literally $10 in my wallet and that's all I had until Monday and I was going to live on peanut butter sandwiches and pounding 'em out. I wonder how many I can have over the weekend. So for those cohorts, we want to provide more affordable products to get them involved in the brand, and then as you age up and you get more jobs and you can be a lifetime customer. But I think that is also quite important. The example of the iPhone is a good one. I don't even know how people buy iPhones because especially for teenagers, it seem fantastically expensive. So getting some more value items on there I think is really important and we always want to keep, it's great to have longtime customers who are older and wealthier, but it's really the younger folks who are going to create that longtime relationship, which is going to build a shareholder value for the long term.

Jessica Gondolfo:
I have a question for you on the, because you're doing so much product and innovation with your data, how do you feed that into your creative teams for them to use it in more of the go to market creative approach? So when you want to push out these new versions and you're doing, you're like, Hey, this data is saying that we need a better grip, better light, closer, farther shaving capabilities, and so this is the way that we're going to innovate the product. How does that data make it back into the creative lens to push that out?

Cory Cinelli:
So I can speak a little bit to it. Our marketing team is really, I've said it previously, but I think that it really does put a lot of other, at least in my work experience, marketing organizations almost, I don't want to say to shame and speak poorly, but we have such a robust amount of people who are both really talented at what they do specifically. So for instance, we have a team that just specializes in Facebook ads or a team that just specializes looking at Google ads. And so we have people who are such to a granular level, experts in the platforms with which they work on that. Not only are we able to do this on a high level where again, I think kind of what you're asking about is maybe doing some copy testing or some A/B testing from an image perspective to see what types of things are working in different demographics.
But that can also change the 18 to 24-year-old male audience on Facebook might not respond the same way that it does on Google ads or Snapchat, things like that. So we have a group of people or a team that is constantly looking at these things. And we also, I think always come in fully loaded, if you will. So before we do any sort of go-to-market or any sort of launch, we're going to have creative assets that are already fully prepped for all of these different talking points that we've identified that would be applicable. And it's not just applicable, but it's also true. We go through countless iterations working with our compliance and regulations teams as well, as well as legal to make sure that the claims that we're making, right, skin safe technology is a big one. That's a trademark term that we have with our blades.
All of those things are compliant both from an advertising regulation perspective, but also that they're things that are going to be compelling to our customers, and we don't just go with one option or even two options. I think AB testing is probably a minimized way of putting it. I would say we're A to Z testing all the time and in multiple directions. So we're not just kind of checking different images for ads, we're checking how does a gif versus a video work for this, as well as regional changes as well as audience changes. So there's kind of this almost matrix, if you will, that's going on within each one of these teams to figure out in real time. So we do not only, obviously our standard weekly reporting, we do daily reporting. We also do intraday reporting that leverages some of our supermetrics data. So we can really see as we turn these dials as we kind of move spend in a different categories or push certain types of creative or push certain channels, what's actually resulting in people responding better to those pieces of creative. And again, those objectives can change. Is it just we're trying to get someone to use this discount code to come and convert immediately, or is it someone that we're just trying to get to come to the website and at least check out three different product pages? Those different objectives can constantly be tinkered with within this matrix that I think each one of the teams and then the marketing engine as a whole is all working on.

Jessica Gondolfo:
Do use Supermetrics to test some of that too. Is that a use case that you use Supermetrics for?

Cory Cinelli:
So we'll create flags kind of, if you will. So what I'll do is we'll create something, whether it's within the name of a campaign on Google ads that's consistent across all the different channels. We'll create delineators that indicate what is part of something. So for instance, for this, the boys campaign that we're currently running, we're also still, it's not the exclusive piece of content that we're running across all of our paid media right now. If you see us on tv, that's probably going to be the TV spot you see around this time. But we're still running our, I think there's still some Derek Lewis that might be in rotation. There might be some just general product ads that are in rotation, things like that, that are all kind of moving at the same time. So with the boys, what we were able to do is using the Supermetrics data, create flags that indicate which campaigns we want to include, if you will, as part of the boys performance. And that's across all of the channels. It's not just saying, okay, on Google, we're going to put this campaign group as the boys, this campaign groups, not the boys. These could be within many different buckets within each platform. And then we're able to aggregate all of that to say, okay, on a general level, how is boys creative, the boys creative doing compared to everything else in rotation right now? Or a similar ad that maybe we've run historically. Right? Things like that.

Lanny Chiu:
And I would say we go a step further. I mean, we also have, because we can track conversion data to the campaign name, so we can know are the boys campaigns converting better or worse on which channels Facebook meta. We also track LTV from. So I think one of the hypotheses would be as people come in on these key terms, is your churn rate going to be higher for the subscription product? Are you going to repeat buy more? And I think that's obviously, we just started the campaign, so we don't know those metrics yet, but getting ahead of the, we've set up a lot of the analysis so that we can do it with that Supermetrics data, and that's super valuable because we do know that we have a person comes in, purchase X dollars today, we have a very good idea now of knowing what their future purchases are going to be, but if we can take that up five, 10%, I mean, that's huge because the acquisition costs, everyone knows customer acquisition costs are always high.
So I mean they're too high, but getting customers three repeat purchase, that's really where you can just get a lot of profitability and a lot of more happy customers too. So I think if we can get customers to purchase more products or NPS goes up, we'd love to build that relationship with them where they can be. It's not just a growing shaver. We have a suite of products and that's what really get them involved. So I think that's the other great element is that we can use the super metrics data to track those future purchases from any cohort that comes in.

Jessica Gondolfo:
That's amazing. My next question for you guys is do you think you could do your job today without Supermetrics?

Lanny Chiu:
You guys have a, I mean, the answer is no, but we'd have to find one if Supermetrics have to find one. So that's what I think.

Cory Cinelli:
Yeah, I would agree. There would be some very, probably multiple interns that would have to be going in daily to do all of this stuff that we're letting Supermetrics do for us automated. So yeah, no, it would be an uncomfortable thing to lose for sure.

Lanny Chiu:
Yeah, I mean, I don't want to mention anything about your, we find tremendous value in the product. So to Cory's point, we could hire 10 people to do it all, but that's not an efficient use of time and it's not going to be accurate, and it's going to be very costly. So we drive a lot of value from the tool.

Jessica Gondolfo:
Thank you so much, guys. I wanted to say thank you so much for your time today. Thank you for coming on the show. It was really awesome to learn a little bit more about what you guys are doing over there. Love the brand, and for any listeners who haven't checked out Manscape, please go and check their product out. Absolutely amazing. Thanks

Lanny Chiu:
So much. Awesome.

Cory Cinelli:
Thanks for having us.