Um dos principais pontos de destaque do Marketing de Performance é remunerar por resultados. Para o anunciante, a vantagem é pagar apenas pelo o que realmente tem um retorno efetivo e, para os publishers, é receber sua recompensa quando se alcançam bons resultados. Por isso, o retorno financeiro para os afiliados é gerado através de comissionamentos pelo que, de fato, o anunciante considera efetivo. 

A negociação entre os publishers e as marcas é feita previamente, e a comissão é paga quando o consumidor entra no link indicado e realiza a ação, que varia de acordo com a necessidade do cliente. A remuneração pode ser por CPL (Custo por Lead), CPC (Custo por Clique), CPI (Custo por Instalação), CPA (Custo por Aquisição) ou algum outro KPI definido na estratégia de comunicação. 

Essa relação de ganha-ganha é o que mais atrai a atenção para esse sistema. Esse modelo se difere do Marketing de Influência, pelo qual os criadores de conteúdo costumam ser remunerados independentemente dos resultados. Uma estratégia que pode fazer toda a diferença é juntar o melhor desses 2 mundos, usando a força dos influenciadores afiliados. 

Nesse modelo, principalmente nano e microinfluenciadores divulgam as campanhas para a sua base com foco na remuneração por resultado. Em vez de trabalhar com contratos fechados, eles passam a fazer negociações baseadas em performance e comissionamentos. As entregas podem ser feitas em diversos canais, com destaque para Blogs e Redes Sociais. 

Os nano e microinfluenciadores possuem um público mais nichado e segmentado e, com isso, é possível alcançar um público superqualificado, acostumado a receber as dicas de seu criador de conteúdo favorito como um conselho de alguém especializado. Essa segmentação certeira é necessária para encontrar o match perfeito entre criador de conteúdo e produto. 

With its AFILIADS, a plataforma de Marketing de Performance da ADSPLAY, é possível escolher as melhores parcerias para marcas e influenciadores. Ali são reunidos afiliados confiáveis e empresas de renome, promovendo parcerias sólidas que contribuem para o sucesso das campanhas.

According to IBGE (Brazilian Institute of Geography and Statistics), the IPCA (National Index of Consumer Prices Broad) accumulates high of 5,48% in 12 months. In the year, until April, the advance is 2,48%.With high inflation, the purchasing power of the public decreases, spending on digital games increased (R$ 30 bi per month, according to the BC) and price sensitivity increases, forcing companies to rethink customer retention strategies. And consumers increasingly change the behavior of various services to adapt to the cost and the increase. 

In this scenario, retail faces great pressure to keep the consumer base loyal, even in the face of increasing physical and online competition and economic difficulties.Brands need to establish a new type of relationship with the shopper, as this seeks more practicality, fair prices and personalized experiences in the current context. 

It is necessary to innovate to create long-term relationships with customers. Exploring the technological universe is the only way to ensure competitiveness in the face of contemporary challenges, especially in Brazil. 

Data monetization

To reach an increasingly demanding consumer who has a range of options ahead, you need to understand their preferences and interests. This is where consumer science, supported by technology and data intelligence comes as a great ally of companies, since it has the potential to transform this information into profitable strategies.

CRM (acronym in English for “Customer Relationship Management”) is a great proof of this. This tool allows companies to collect, organize and analyze data on consumption habits and purchase history, both of current and potential customers. This enables the creation of more personalized experiences for each shopper, ensuring that he receives offers and communications aligned with his needs.

Relationship programs are good examples of actions derived from the use of CRM. The retailer can implement them thinking of a structure that reaches consumers with a lower purchasing power, who prioritize lower prices 'AS often happens in times of peak inflation. Whether through discounts, premiums or other advantages, it is possible to keep this person satisfied, which tends to promote their loyalty.

Integrated physical and digitalThe transformation of the physical environments of brands has also become relevant, especially with regard to interaction with digital. A significant experience for modern customers totally implies the integration of these two spheres.

In this sense, we can see many retailers understanding this dynamic when betting on retail media strategies and commercial partnerships. With this, they can create advertising spaces on online platforms, allowing brands to invest in ads directly for qualified consumers.

Or we can still think of the extended gondolas, which appear as an intelligent solution for retail to expand the offer without having to invest in more physical space or inventory. In this model, the customer accesses a digital catalog within the store itself or via online channels, being able to buy products that are not physically available in the unit, but that will be delivered directly by distribution centers or by the industry. That is, sales are maximized by delivering to the consumer the desired product and traditional operating costs are still cut.

Other advantages of loyalty strategiesMore than the increase in revenue itself, seeking actions to retain customers brings other advantages, which can make a big difference in complicated economic periods.The reduction of spending is one of the main, since maintaining a base of old consumers has a lower cost than attracting new ones. 

Another benefit is that loyal customers tend to spontaneously advertise the store because of the positive experience. That is, the image and public perception of the company is developed organically, showing that there is a healthy consumption environment even in challenging times. 

Keeping up with market and consumer changes through innovation is not just a matter of survival, but of keeping the business relevant by looking at its own potential.

Technology has evolved from a mere support tool to a central player in the daily operations of companies. Its presence has reshaped the way business is conducted, influencing both internal processes and how leaders and teams engage with work. This transformation brings a range of benefits but also presents significant challenges, and understanding this balance is essential for organizational success.

Among the key gains is the digitization of tasks, which has brought greater speed and efficiency to activities that previously required substantial time and resources. Furthermore, new platforms and systems are constantly emerging, enabling work to be carried out with greater precision, agility, and quality, thereby allowing for faster deliveries, improved quality, and a stronger focus on expected outcomes.

Another aspect that deserves considerable emphasis is automation. Delegating repetitive tasks to machines frees up professionals to focus on more strategic decisions. After all, with less effort dedicated to operational routines, teams can broaden their perspective and analytical capacity, making more informed and effective decisions. As a result, there is a reduction in operational costs and greater fluidity in internal processes.

Technology has also become an ally for managers in this era of data, as these professionals must handle a large volume of information in real time. With the right tools, it is possible to filter what is truly important and prioritize what is considered relevant, moving away from improvisation and guesswork, which consequently brings greater security and consistency to management.

Corporate communication has also been profoundly impacted. Certain communication tools, such as Meet, for example, have enabled collaboration among teams even from a distance, promoting integration, agility, and more transparent exchanges. This has been essential for resolving problems more quickly, driving innovation, and facilitating swift responses to daily challenges.

In this context, different work models such as hybrid and home office, which became the reality for many professionals during the pandemic, have gained increasing traction and proven to be viable. For managers, these two formats necessitate the adoption of new ways of leading and monitoring productivity, even remotely—something entirely possible with the right tools and practices.

Of course, it is not all smooth sailing. Technology presents significant challenges for management: risks related to information security, the need for continuous upskilling, and the danger of over-reliance on systems. Moreover, such rapid changes require flexibility, which can be more difficult for companies with rigid structures, making it necessary to have a previously consolidated framework.

Ultimately, technology can and should be viewed as a strategic partner in business management. When implemented with discernment, planning, and a focus on team training, it enhances results and strengthens competitiveness. Organizations that can align innovation with solid management will be better prepared to thrive in an environment of constant change.

Falar de futuro do marketing sem falar de saúde mental é fazer futurologia com venda nos olhos. 

Há muitas projeções sobre o que será o futuro do marketing. Talvez já estejamos nele. Fala-se muito em tendências imediatas, inteligência artificial, automação, hiperpersonalização… Tudo para manter as empresas um passo à frente da concorrência. 

Claro, tudo isso importa. Mas há algo que importa mais — e que é constantemente ignorado: os efeitos do marketing digital sobre os consumidores. Ou melhor: os “usuários”, como se convencionou dizer nesta indústria. 

Há estudos, artigos e livros que alertam para os impactos desse sistema sobre a saúde mental e física. Jonathan Haidt, por exemplo, mostra como as redes sociais têm alimentado uma epidemia silenciosa de ansiedade, comparação e vício. 

Enquanto empresas disputam entre si por atenção, pouca gente se pergunta: Por que clicamos no que clicamos? Por que sentimos prazer e culpa ao mesmo tempo? Por que compramos sem pensar — ​​e depois nos arrependemos? 

É sobre isso que deveríamos estar falando quando falamos em “futuro do marketing”. Será um futuro de oportunidades, conexões e consciência? 

Ou será um sistema automatizado onde robôs direcionam humanos robotizados a comprar o que não precisam, enquanto chamamos isso de “engajamento”? 

Vale a reflexão: o que estamos fazendo com o nosso marketing?