A short conversational excerpt contrasting performance marketing (direct acquisition-focused strategies) with brand-building through events, specifically run clubs. The speakers compare two companies: one that relied heavily on performance marketing and broad customer reach, and another that focused on deep engagement via run clubs but did little acquisition, noting trade-offs of width versus depth in growth.
And we were, like, joking that we're like, the opposite, because we were, like, a performance marketing only brand, but now we're trying to be a bit more. Like, we're doing, like, events. And. And they were the opposite. Like, they did fuckload of run clubs. They basically invented the run club thing, but they were doing no performance marketing. And we were, like, three times bigger than them. And he was like, oh, yeah. We just never really invested in acquisition. And my, my attitude was, how the can you grow a brand if, like, all you're doing is run clubs? Because they've gone, like, deep, but not very wide. Whereas, I guess you could think about, like, we'd gone wider, but maybe not very deep with, like, a lot of our customers.
