The 2026 7-Figure Brand Playbook (Stop Copying 9-Figure Advice)

[00:00:00] Taylor Holiday: Joy, what are you, what are you seeing? Like, so, okay, so talk a little bit about it. Like, 'cause a lot of the pushback I get when I talk about forecasting for seven figure brands is like, well, we have no data. Like, so you can't really do sophisticated modeling. Like, so how do you think about how a small brand should participate in the idea of forecasting?

[00:00:16] Joy Sharma: It just actualizes. I actually think if you're smaller, you should be using projections. I think that's like the most beautiful part. It's like forecasting is an exercise in execution, so you should actually be changing projections every day. 

[00:00:28] Taylor Holiday: Welcome back to another episode of the Ecommerce Playbook Podcast. I'm here in my new broadcast headset, making sure that my audio moves with me as I move. And speaking of moving and shaking, I'm joined today by the ultimate mover and shaker, Mr. Joy Sharma himself live from, where are you today? Joy in the world.

Dubai. Dubai as always, where he is readily dodging the tax man. Joy has found residency out there in Dubai with his awesome merry band of incredible growth strategies from around the world that you may have seen me bragging about on X and LinkedIn this week. Giving love to joy in the squad. how was Black Friday? Cyber Monday? We've done a bunch of recaps at the eight figure and bigger level. What did you see in the seven figure land? And then we're gonna start, and the reason you wanna stick around on this podcast is because we are going to talk about the 2026 7-figure ecommerce playbook.

So it's in the title of the podcast. You're here to get it. And we're gonna look out into next year and talk about the things that are critical for seven figure store owners to keep on the growth path. But let's start by saying, how was Black Friday, Cyber Monday for your customers? 

[00:01:39] Joy Sharma: I think it was actually really good over Black Friday.

I think the most funniest thing was, if you remember, we had the messaging this year across all CTC channels that you should be spending ahead because you're gonna go and capture all that demand on Black Friday. We actually saw a lot of people capture the demand on Saturday and Sunday also. So that was interesting.

And then Cyber Monday was. Good for some business and not as good for some businesses, like it was software on Black Friday. I think part of that is based on the offers and how proactive you were with Cyber Monday, but that was Outlook on the total weekend. 

[00:02:13] Taylor Holiday: Yeah, I think that what I like about looking at seven figure stores is they always, I called them my little canaries in the coal mine, right?

Like they are, because so much of their revenues driven through new customer acquisition. They don't get to trade on their existing customer base. So you get a good indication about the health of net new acquisition, how much customers are out exploring new opportunities. And so I think it was really good.

There was good signs and setting aside whatever I think might be the underpinning of people's willingness to continue to spend, whether that's a sort of unhealthy dynamic associated with overspending in consumer credit. The point is that they're still committed to spending, and we saw that in the seven figure stores, so.

Couple weeks left to really take advantage of the gifting, but what we're here to talk about today is looking forward to 2026 and asking ourselves the question, what is going to be the core drivers for brands? If you're a seven figure store owner, what do you need to be doing now that maybe you didn't do before to reach that next level?

Whether that's going from two to four, four to six, six to eight, or even crossing over the eight figure threshold. What new? Tool do you need to add to your tool belt in the coming year? And I've been hearing a lot of talk. One of the reasons I wanted to have this conversation is that the nine figure store operators have so much influence on the media in our market.

And so there's these sets of tropes that I think are starting to get established that I think could become very dangerous for some of the smaller brands to absorb and start to lean into. So we're gonna get through a couple of those today, the warning signs that I want you to ignore about what nine figure store owners are doing.

But Joy, let's start with what are you seeing for the brands that are most successful in your portfolio? As you think about 2026, what are their points of emphasis going forward? 

[00:03:57] Joy Sharma: In Black Friday or for the oral year? 

[00:04:00] Taylor Holiday: No, for next year. Like if you think about the brands that are growing, where has their area of focus been and where will it be in the coming year?

[00:04:07] Joy Sharma: You can divide it into two categories. People who have LTV and people who don't have LTV, like people who have LTV should focus fundamentally the most on creative and stuff like that, like having the basics nailed. That's what I'm seeing across people who are in subscription have good LTV across, like naturally people coming back, but people who don't have that, they need to go and try to maintain it and create it, and they're just fighting every day for net new revenue.

So for people who don't have. Returning revenue. They're basically going and making better marketing moments, better marketing calendars. They're, they're businesses that are in jewelry that just, I, I think that's a good industry given your margin is just like really good. You, you just basically have all the margins that you can go and you can build really good offers.

You can tie them in with marketing moments. They're going around organic moments a lot. Going on the street and filming and like there's a football match going on, going and filming there and just connecting that somehow or getting the, getting it in the hands of the team playing there might not be possible for everyone, but basically having an offer special to that moment.

Talking about the moment, having stuff for the moment and just making so many of, I remember this conversation. She like the aim became from four marketing peaks in a year to four marketing peaks in the month. I think that was the, that was like the best people in in moments. And then if you're LTV, I think you should just be ruthless about getting an offer that works well.

Like there should be some benchmarks. Like if you have it, there's just stop. You gotta offer that works. And just like focus so much like on creative because you're actually in one of the most competitive meta auction places. Like I think the competition of like if creative competition exists as a statement, I think that's the highest in CPG industries.

I think it's not as high in apparel. In fashion like software. 

[00:05:57] Taylor Holiday: Yeah. Okay. So I wanna unpack a few things that you talked about there, because I think they do illustrate some of the necessary thinking four, seven figure store owners. So let's break this into two categories, like you said, brands with high LTV, which I think get a lot of narrative in the public.

Like I think there's a lot of conversation about the grooms and the create gummies and all of these businesses that are subscription, super high margin high. LTV. Operate very narrow KU set, right? And they operate on this idea that the entire game is get the front end offer, right Scale the creative volume in support of it and see how much you can drive at a profitable with some payback period.

Maybe it's 30, 60, 90 days, whatever it is, and go, go, go, go, go. And off you go. 'cause you're benefiting from the subscription value realization into the future. That is like 0.1% of the businesses in the world. And it's actually like none of the businesses that we work with, I would say. That primarily exist in that, or maybe a very small subset.

Yeah. Of the a hundred brands, there might be three of them that fit that criteria. The reality is it's like the, the, that the narrative dominates the conversation, but it's applicable to almost no one. And so we're gonna set that actually aside over there because I don't actually think it's the hardest problem to solve.

The other problem is, well, what if that's not me? What if my LTV is moderate? What if it's 50% in a year? What if my gross margin is 65% instead of 90? It's this sort of in-between where there's this real question about how I drive value, and you brought up this idea of like just competing in the auction.

As you have to have some angle. What's your edge? Why will you win in a room full of people at less than ideal unit economics, less than ideal LTV. And you brought up something that I think is, is interesting. So we talk a lot about four peaks, right? This idea that one of the ways that you drive disproportionate value capture is to find periods where you can arbitrage your conversion rate against the CPM change, right?

So Black Friday, Cyber Monday, which is a peak for everyone. Everybody's CPMs go up, but everybody's conversion rate goes up. Everybody wins more. In that moment, there's sort of like an underlying cultural moment that we're all taking advantage of. That's one peak that you get, but the others are up to you.

You have to go and create or manufacture the moment that drives disproportionate value capture. And you brought up something that I think is the place to start for most brands, because you can't really drive that much demand by just coming up with a random campaign and telling a story when you're a small business.

That is what is the zeitgeist? What cultural moment can you append yourself to in order to become part of the conversation that exists? So Joy being a, a global phenom that he is tapped into football as his example. I think he's speaking to soccer in that case probably is what he means. But the idea is that there is something happening.

There's an externality to you that you can get your brand associated with. In the US we're seeing things like run clubs or these elements that are these cultural underpinnings. One, right now I'm trying to get one of our brands to commit to participating in flag football. I think it's the up and coming phenom trend in the United States or like.

You think about it as our friends thread, we're trying to get them to tack into the Potstown youth baseball team as a sponsorship mechanism. 'cause it's like the most popular YouTube thing for kids. So the question is, where can you go trade on the audience and authenticity of a thing that's already existing that overlaps with your business to create a moment?

Is that what you were getting at with the organic moments? Joy? 

[00:09:19] Joy Sharma: Yeah. I, I think there's. There's a very old recording from you that people can go and visit or So like the reason Kayla worked or I think it was like from you on per election, like you just want to be the subset of two in trust and that that's it.

Like, then you just stop. Like, I think it was between wedding and yeah, so yeah, no, no. The example you're 

[00:09:37] Taylor Holiday: using is I iHeart dogs. Who are my friends that run a media property selling pet products. They were the one that originally told me this is, a lot of times people think about one enthusiast, enthusiast audience.

They say like, dogs is like a category. But what they did is anytime they could find the overlap of two, so they would go military and pets and they would go after products for that audience or wine and pets. They would do and they would be like if they could create merch or little, you know, quotes and things that had this overlap of this very specific enthusiast audience.

'cause like everybody's a dog person. Military and dog. Now you're speaking to somebody. So there's this question of like, that's interesting. 

[00:10:11] Joy Sharma: Yeah. What if we actually just use the Martin counter for audience testing or like persona testing for the atan, because that's like the new ome of thing. So like they're 54 weeks, like half them, and then find whatever the moments that are biggest for those random personas that you want to test.

If it works well in that moment, you should bring it evergreen to that. 

[00:10:32] Taylor Holiday: I think that's exactly right is this idea. So if I were to think about, you're sort of getting at this idea of like, okay, four major peaks built around big promotional moments, product releases, whatever, that's like the governing hierarchy of your calendar.

And those are long cycles. You're gonna build and plan those things for three, four months at a time. But the real question is the in-between, it's the four peaks a month. It's like the, what are the unique things that you're going to say and do in any period. And right now it's sort of been like. Into this mushy idea of just like make more ads.

But I think what I would encourage brands to do is to actually take a step back and go like create a hypothesis around some of these mini ideas. They could be cultural like guys, it's national hotdog day, whatever. That's like one idea of it. The second is like a customer base, like you're saying like, milit, this month we're gonna try military and pets.

We're gonna find some overlap of that. We're gonna try. Some specific persona and send a unique message into that audience with some creative and ideation. That's going to be an attempt at going after that period. And maybe we're gonna try a couple influencers in that space. We're gonna try a podcast in that space, and then we're gonna do ads in that space.

That goes back to the kalo idea where, what is the trend that you can ride? For us, it was CrossFit at the time. How do you embed yourself onto the, you wanna grab the train as it's running and you wanna become a part of it, right? So for some of these businesses, when you're small and you don't have the ability to move the audience yourself, the question is, what can you latch yourself onto?

How do you become a part of a thing that's going like this, right? And whether that's pickleball or padel or you know, we're in the sports world 'cause that's what we know. Golf has been a big example of this in, in the past few years. What is the trend? Where is the moon men? I just saw a post today from Dan Penello at Mar Pipe saying that men's beauty is like an exploding category.

All of a sudden looks maxing, which joy is big on joy's. A big looks matcher. He's getting the double jaw surgery here soon. And you're still, are you still going forward with the six inch femur extension, joy? No, you gotta 

[00:12:22] Joy Sharma: cut this hard. Okay. 

[00:12:24] Taylor Holiday: But, but that, there's a trend there that there's a question of how does your product have a role to play in that?

Obviously not everybody does, but the point is tapping into the zeitgeist, where can you place yourself in the conversation in a way that's gonna give you a disproportionate amount of engagement? True. Because the other thing to think about is like, if we think about the core channels we're trying to drive demand on, there's primarily, and, and for a lot of you, this is one of the first nine figure tropes I want you to avoid is that if you are at $2 million, it is not time for channel expansion.

It's not. It's like just take it out of your head for the coming years. Don't worry about app 11. Don't worry about Snapchat. Just block it out of your head until you have one and are driving profitability. Meta, that's trope number one. Same thing with like product expansion. Like you don't until your first product is making money.

Like we don't need more products and more SKUs and product development. Now, if your first product's bad and we have to start over, like, okay, that's one thing, but for the most part, we gotta win with one thing in one channel. Right now that's what the question is. What is the surrounding way into which to insert this product into the universe going forward.

But if we think about the channel, so meta. We just talked about some of the like organic trends and things that you wanna tap into. Search is sort of the same thing where if you think about value capture in search, a lot of talk on X this week from really dumb, dumb comments I've seen about. Google's inability to drive profitable scale.

It absolutely can, but think about it than an XY matrix of volume and competition, right? Yeah. So if volume is on the X axis, right, like how much search volume there is, and the Y axis is competition, you wanna find the quadrant that is high volume, low competition. That's opportunity. And that tends to happen when the supply of search that's a trend and increase a sudden.

Exceeds the supply of, of, of advertisers, right? Like that's where you actually make profit. It's just an auction system. And so getting into that and figuring out how you can participate is critically important. 

[00:14:20] Joy Sharma: True. Give people, go ahead. Framework though, like give people a framework because like, I think they should actually, if you're seven figure, like I would just push you harder than eight figure because eight figure doesn't need it as much.

If you're seven figure, you should do like four peaks a month. But like, how would you break it down? I think it should be like w. Go for it. 

[00:14:38] Taylor Holiday: So let's, let's, let's think about this like for a season. Okay? Yeah. So I'm gonna use, use my example that I'm staying with. So let's say your thread performance.

This is a friend of ours runs a kid supplement company in the sports space. Okay? Well, sports is a big, giant thing with like infinite number of potential peaks. Okay? So what I'm looking for again, XY matrix volume competition. Okay? If you go after like NFL. Men like, like super convoluted, expensive licenses?

No, no. Good. Not even really that much growth. Very mature product category. Okay, now alternatively, let's take girls flag football. Okay, girls flag football. Girls flag football. Like, let's just look up we're gonna do a quick, like trends, I'm just guessing here. Girls. Flag football. Nothing like realtime internet usage for a podcast interest over time in the past five years.

Yeah. Go, go look at the graph of the interest in girls Flag football over time. Here, Corey, I'm gonna share my screen. This is like me just off the top of the dome here, 

[00:15:45] Joy Sharma: became a zoom call. Now 

[00:15:46] Taylor Holiday: I know this is great. Like this is, this is real, real time. There it is. Right? That, that this is what you're looking for.

Okay, so this is a phrase, girls flag football brand. Okay. This is, this is what I typed in. There's no shopping feed. Okay. There is. One sponsored result. Flag football. Okay. There's nothing here. There's nothing Girls flag football clothing from Under Armour is like a pair of shorts.

This is a, this is UN code 

[00:16:18] Joy Sharma: place. This is a, 

[00:16:20] Taylor Holiday: yeah. This is a yet to be captured term where there's an arbitrage between volume and efficiency, or between volume and competition. And so, so if I'm, and that's just one example in in infinite world, like we, let's go back to men's beauty or looks maxing or whatever, like whatever the trend is.

The point is where does your product fit in the universe of these things such that you could position yourself from an ad perspective to an audience in an opportunity where you're not fighting a downtrend. You don't wanna go slow, sell cold plunges right now, that's probably on the other side of this curve, right?

You're gonna be fighting something. But the reality is that there is some way in which your brand can fit into the world in the future with the product that it has in the channels that you're already on. And your job is amongst those big peaks to find those little peaks, and they could be, maybe it's an audience to help you unlock it.

So 2026. Number one, the best brands are gonna find ways to tap into the zeitgeist. They're gonna be a part of the conversation and find their place in a story with a customer that matters. So that's step number one. 

[00:17:22] Joy Sharma: Isn't that how like drop shippers win? That's right. Like, like actually like respect to them.

They have a worse product and everything is worse. They just write trends better than you. 

[00:17:32] Taylor Holiday: That's exactly it. Right? And if you think about, like, when I think about another x, y two by two matrix, I'm really going like full consultant on you here today. Right? If you think about whether, if, if the y axis is, whether a product is a commodity or whether it's really awesome, and then the, the X axis is how good the advertising has to be.

Like it's the highly commoditized shitty products that have to be really, really great at advertising. And so that's what you want to kind of understand is like, okay, how do you win in like selling a thing that really has no unique value proposition in the world? Well, you have to be the best advertiser connected to the best ideas in the world.

And this is, this is why I think for me, the one area, if I were to sort of go back on my own, a recommendation around channel advice here would be that I think what TikTok Shop and TikTok affiliate is, is the cutting edge of this conversation. Where that's where you're finding what the affiliates are so good at, being just hooked into the trends.

And then they message and map through that in a way that allows your brand to sit at the front end of that spectrum. 

[00:18:33] Joy Sharma: We should develop that in Southwest too. Fair? I'm sure. Like there's an app that tracks this. 

[00:18:37] Taylor Holiday: Yeah, for sure. So, so I think there's just a question of that, that number one. Number two. So, so tapping into the zeitgeist, the, I like Joy's four peaks within every month.

What are the, and think about those as potential unique, disproportionate value capturing ideas that you have and force yourself to come up with them every month and then build chin into those communities as much as possible. Number two is, I think that for many of these brands, and this is talking our book for sure, but it's time to actually begin to build a real forecast of expectations.

Is that when you were small, you're just out there making it happen. You now have to make some hard decisions around inventory purchasing. You have to actually do things that are gonna be risky 'cause you're growing. So you're gonna have to make bets on the future. And having some sense of a system and process that helps you to understand that is gonna be important, especially for a lot of bands right now.

Chinese New Year means that you've got a large window that closes down and you have to make some of your biggest PO decisions today. And so the question is, how confident are you in your mechanism for forecasting?

Joy, what are you, what are you seeing? Like, so, okay, so talk a little bit about it. Like, 'cause a lot of the pushback I get when I talk about forecasting for seven figure brands is like, well, we have no data. Like, so you can't really do sophisticated modeling. Like, so how do you think about how a small brand should participate in the idea of forecasting?

[00:19:52] Joy Sharma: It just actualizes. I actually think if you're smaller, you should be using projections. I think that's like the most beautiful part. It's like forecasting is an exercise in execution, so you should actually be changing projections every day. And I think that's, that's how you win as a seven figure. And like if you can throw a random number out and you can execute against it, you're still gonna be closer to the number and just be ambitious in that number.

And I think that even is still better than just saying, oh, we are gonna try the best every day. I think that's part number one. That's like when you have zero data, if you actually have data, you have some overall outlook into what the future is going to look like. And you can be like, I don't actually like that.

And the answer to that is that means you need to just do more work. So it's most of the time, like they're, I think the first, this was a customer, out of the first 10 customers, they came to us as a, as a $2 million business. And they came to us and they said, oh, I thought you would be accurate on forecast.

Like we gave him a forecast and like two days in, he was like, oh, you're off your forecast more than 5% on the day. And I was like, yes. And he was like, I thought you were supposed to be accurate every day. And then after a week he came back to me, he's like, I have the realization that CTC is a change agent for certain figure business because if it didn't give me that forecast and I didn't know I was going to, I would've never done that work.

That means that revenue would've never came into the business. And I think that's like the key to it. 

[00:21:07] Taylor Holiday: So this is so important, and this is exactly why. What people don't understand about forecasting is they dismiss it because they think you can't be right with small data. The whole point of the forecast is it becomes the framework by which you behave to become, right?

This is actually how you become, right, is by understanding that you set an expectation and so that therefore your behavior reorients towards creating that outcome. Versus if it's just a Thursday and you have a revenue number, is it good or bad? I don't know what you change your behavior in line of it.

Nope. 'cause you don't have any expectation of the context of the data. And so this is so important, is that there's two things that I think the forecasting can really help you to do if you're a small business. One is it helps to narrow the band of potential outcome, which some of the hardest thing to deal with as a seven-figure business is the volatility.

It's way up, way down, way up, way down. So on both sides of this, like joy said, if you're down, you become aware of it and you change your behavior to drive the revenue up. That's the obvious one. The other thing I'll say though is that I think seven figure brands make a big mistake of all the time is growing too fast.

Is that. By actually providing an upper bound of expectation, you can avoid that thing where you just start throttling way too fast beyond your inventory capacity, beyond your internal team's capacity, beyond your fulfillment capacity, where you cause breaks in the system, brands are just as likely to to die from indigestion as they are from starvation because in this business, ecommerce is all about.

Understanding on some predictable timeline, I'm gonna place an inventory to buy product. I know the pace at which I'm gonna sell it, the margin value that I'm going to realize and then I'm gonna do it again. It's a cycle, the cash conversion cycle. And so to think about this, the other thing that great brands are doing is they're patient that, it's not to say that they aren't growing aggressively 50, a hundred percent at this stage, but they have a boundary and they hold that boundary to being plus or minus target.

If you don't wanna be too far ahead, too far behind, you want to execute to a plan. And that discipline, that skill is really important to build early on as joy is saying. okay, joy, let's talk about, the third thing I wanna ask is how are brands measuring their media efficacy in 2026? How are you thinking about. How they should be making decisions, pushing and pulling on spend.

There was a, and maybe you can reference a little bit about, I know Black Friday, Cyber Monday, you had a process by which you were just yelling at people to make decisions, push or pull. And you would walk around asking them to refresh every hour. Am I hearing this right? Did I hear this story right?

Tell us a little bit about how that mini process on Black Friday, Cyber Monday mirrors how you think about measurement more broadly for these kinds of businesses. 

[00:23:38] Joy Sharma: I think we keyword like put a name to that process, which should not talk about it. But I think what happened was we were noticing a delay in attribution for some reason.

Like it was just not instantly updating. So we took a, we had an hourly report of like, this is the AME target, this is what the spend target is. What we also knew was that there's revenue coming later in the day. So if you are on expectation and it's like starting eight hours of the day, you just gotta go and spend more money.

It would actually force significant more spend through to that account. And what we were doing was every hour more, like every 30 minutes, we were just opening Shopify, looking at a MER looking at spend, because it's a single channel for most of these people. So you can actually do that. You don't have the turn off.

Is it email? Is it like, is it something else driving it? Because most of the time it doesn't. And every time it's emailed, Josh was with us in the room, he is like, no, I did not send the email. So we're like, okay, so gotta add a zero. So. That's what was happening there. 

[00:24:37] Taylor Holiday: And so the key with this, and this sort of the way this spills over in my mind to thinking about 2026, is that when you are a small brand, and this is another area where I want you to block out the nine figure, this is another place.

Don't worry about incrementality testing and all these other alternative solutions. A MER is your guide when you're a small seven figure store. New customer revenue over ad spend is the measure of the health of your media platform. Period. Full stop now. Is where you, again, you have to really, you're gonna hear podcasts where I am actually like berating A-A-M-E-R as a real problem of a measurement solution for brands with lots of returning customer revenue, where it becomes very convoluted whether or not your ad spend is going to newer returning customers and how it can really be a dangerous way to measure things.

As you get bigger, you will cross the chasm someday, but that's not what this pod is for. For you, A MER is the way to go. New customer revenue over ad spend, live it, breathe. And what you'll find, especially 'cause you're likely you don't have a ton of organic revenue, is that your seven day click Meta Ross and your A MER should have a very tight correlation to one.

I would check that maybe even your seven day click, one de view, I don't know. Check the relationship between your meta attribution and your A MER and you're going to have a really great way to see the efficacy of your media and your measurement. And that's, again, your forecast should set up an expectation of that efficiency, about how much new customer revenue you need, what the, how much contribution margin you need to generate based on how much returning customer contribution you have in relation to your opex.

That's the sequence. Okay. Early on, you probably have very little returning customer revenue. So your new customer revenue actually has to generate contribution or you're gonna go broke. There will be no dollars in the bank account. So this whole planning process is so critical relative to your capitalization, relative to your cash conversion cycle relative to your expected growth rate.

All of that needs to be considered in setting an A MER target. So don't let some third party media buyer just give you a number based on what he thinks the market can yield. The efficiency of your dollars has to relate back to the amount of contribution you need to generate in order to continue to fund the business appropriately.

[00:26:44] Joy Sharma: I think, let's put a Josh plug that you also need a Josh entire side. It's like, send the email. I need it. We are right. Losing revenue. That's right. And that's it. That's how you know actually organic, like organic is just email for most people at, so it's like, did I send the email? Should I send more? Can you send more?

Let's get it up. 

[00:27:01] Taylor Holiday: This goes all this is why, again, like there, there's so many things that without clarity of expectation, can lead you astray. We're about to walk into the month of January where if you don't understand how your total sales from Shopify is reporting returns from the previous month, you're gonna look on any given day and look like you're not making money.

And if you don't have an appropriate expectation of how those dollars are gonna come in. Or like, did I send an email? How does my email calendar overlap with my financial forecast? So I know that on any given day, ooh, that email triggered that amount of revenue realization. That's not my media that's driving that efficiency.

Don't scale into that number, right? This is why MER is so dangerous as a metric to use exclusively for scale because you could just be deteriorating contribution margin because your new customer revenue isn't coming there. So all of these inputs, all of these pieces are part of the profit system that we help seven figure brands to begin to understand the levers of growth for their brand.

What are the things that I need to understand as we go so. 2026. Smart brands are moving away from the idea of just make more creative volume. They're thinking about mini peaks, audiences, the zeitgeist, things that they can tap into at the cultural level to be able to have a point of view on what they're trying to accomplish in any period of time to try and benefit from the trend, to not fight the resistance, to get some wind at their back to generate more impact.

We gave you a few examples of those. They're getting into better forecasting as they go and they're using a MER as their measurement guide. So there you go. Joy. Anything else that you would add? The playbook of you're seeing from brands that are working, 

[00:28:35] Joy Sharma: I think spend more in January than, than if you have higher refunds.

Like that's actually for certain figures. 

[00:28:42] Taylor Holiday: That's right. Don't let the refund number convolute. That's why we use order revenue as the default reported revenue goal. Get out of total sales. Shopify will mislead you there. We're here to help. But as always, joy and his team at the Global Accelerator, we have an incredible offer.

It's $5,000 a month. You get growth strategy, creative strategy, meta, Google forecasting, all built into your business. $5,000 month to month contracts. No questions asked. We wanna help you get to that next level. And really what you're gonna leave with working with CTC, you can go talk to a bunch of the customers that work with them, is you're gonna have a foundation for how your business is gonna operate.

You're gonna know it better than you ever have before. So you're gonna be more confident in what you need to do as a leader, as a founder, as a CEO, as a CMO to help your business go from where it's at today to where you want it to be. So come check it out. Get yourself the profit system implemented by Joy and Squad, and he'll send you a cool teddy bear hat.

[00:29:33] Joy Sharma: Dude, it actually looks dope. 

[00:29:35] Taylor Holiday: Thanks everybody.