CRM tends to be more involved on the strategy, the decisioning—not just whom to contact and why and how, but also what are the tech requirements, what are the data and systems and processes that need to be in place. I've always envisioned CRM and marketing in general as change agents.
In a retail landscape marked by global uncertainty, shifting cost centers, and ever-evolving consumer demands, adaptability reigns supreme. Success hinges less on rigid plans and more on deeply understanding customer needs and pivoting business models accordingly.
Nick Antoniades*, VP of Customer Relationship Marketing CRM at beauty subscription company IPSY, operates at this intersection of strategy and customer-centricity. He focuses on building resilient relationships and adapting business strategy within the dynamic subscription market, leveraging deep experience across retail sectors.
Model resilience: Despite market pressures often cited against subscription models, Antoniades believes the fundamental premise holds strong. "The whole premise of the subscription business, in my opinion, is here to stay," he says, arguing there's clear consumer demand, citing regular consumption patterns for items like beauty products, food, and household supplies creating a natural fit for subscriptions.
Automated convenience: This resilience is part of a larger migration in consumerism where increasing parts of the shopping experience are being automated or outsourced, Antoniades suggests. Parts of the shopping experience have been automated and simplified, making it easier for consumers to spend, and subscriptions fit neatly into this trend, he explains. "Now, with a click of a button, I can go in and find what I'm searching for, have recommendations tell me what I like, and have my favorite brands appear as soon as I start my search."
Strategic CRM: Antoniades notes that while there's overlap between lifecycle marketing and CRM, the key difference lies in strategic scope; lifecycle marketing often focuses more on execution. "CRM tends to be more involved on the strategy, the decisioning—not just whom to contact and why and how, but also what are the tech requirements, what are the data and systems and processes that need to be in place. I've always envisioned CRM and marketing in general as change agents." At IPSY, this strategic approach involves using available data to enhance the customer experience and anticipate needs within their subscription model.
The conversation we’re having today could be outdated in two weeks due to the speed at which things are changing.
Universal challenge: While churn is often associated with subscriptions due to the explicit "stop my subscription" action, Antoniades argues it's a universal business problem. "That's no different than a customer that actually stops shopping from a particular company," he says. "It's just that they're not telling you that they've stopped." Drawing on his diverse background across home goods, health, and fashion, he emphasizes that while strategies vary, the core goal is always keeping customers engaged.
AI's rapid pace: Adding another layer of complexity is the breakneck speed of technological change, particularly with AI. "The conversation we’re having today could be outdated in two weeks due to the speed at which things are changing," Antoniades says.
He points to the long-standing Turing test as a benchmark, predicting AI will soon be indistinguishable from humans in online interactions. "And that's the point at which it will change the way we have to start thinking about not just how AI helps us, but how do we actually interact," Antoniades concludes. This change raises fundamental questions about staffing and task allocation, creating a dynamic where "that shift is going back and forth," until roles eventually stabilize.
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*Nick Antoniades' opinions expressed in this article are solely his own, and do not necessarily reflect the views of IPSY.
