No. 268: The Billions Effect

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Affleisure: affluent leisure. Showtime’s hit series Billions peers into the life of Bobby Axelrod, a 9/11 survivor who rose through the ranks to become a billionaire hedge fund investor only to establish a rivalry with U.S. Attorney Chuck Rhoades. Axelrod is loosely based on hedge fund manager Steve Cohen and is described as a man from humble beginnings. This is the appeal of the most polarizing character on television. And he is just one part of premium cable television’s most talked about show.

If you’ve built a great product, you’ll need an audience. And if you’ve built a captive audience, you’ll need a great product. The study of content x commerce shouldn’t be reduced to digital publishing.  We see examples of media properties’ influence on commerce all around us. As such, analysts cannot ignore the influence that Billions and, particularly, Damien Lewis’ portrayal of ‘Bobby Axelrod’ has had on apparel consumers.

Historically, a media property’s proof of influence is the measure that drives advertising revenue. Thanks to a shift to streaming media, media conglomerates like Showtime, Inc. will measure this data in new ways. Namely: how will this media property advance our subscription business? 

The show, which averages between 4.5-to-5 million weekly viewers across platforms, has a very loyal legion of fans that via word-of-mouth, have helped grow the show’s viewership season-over-season. Throughout season two, the series grew on Sunday nights by more than 35% from premiere-to-finale. And, the season three premiere was the show’s highest-rated ever with the March 25 debut up 23% from last year.

Fans Love Billions, Forbes

Taking note of the viral spread of pop culture trends based on influence, Showtime recognized the opportunity to drive an additional revenue stream beyond the standard media subscriptions and event sponsorship (boxing, etc.).


Here is a recap from Issue No. 252: Content x Commerce Super Powers:

Billion’s Axe Capital is one of the most intriguing fictional companies on television. It should be no surprise that I’ve stumbled upon a handful of sophisticated finance-types wearing these branded hedge fund vests on a spring day in Manhattan. They are in on the joke.

But more than just intellectual property hawking, Showtime is innovating here. Their commerce software is capable of overlaying store content on screen during broadcasts.

Connekt’s patent for T-Commerce enables seamless and secure viewer engagement and checkout by combining consumer profiles with pre-existing registration services.

Showtime is preparing for an Apple TV-driven entertainment world where purchasing products is as simple as authorizing your iTunes account to spend $44.95 for the hoodie that Bobby Axelrod was wearing.

See the Showtime store here.


As media and branding continues to converge, controlling the ecosystem is key for many industry players. One of 2PM’s capstone beliefs is that success in merchandising is a foremost indicator that a publisher’s existing community can grow by word of mouth. And without the pull of fickle social networks or a weakening advertising business.

Web Smith on Twitter

Bobby Axlerod is influencing white collar soccer dads. Everyone is dressed in head-to-toe, all-black, biz-athleisure.

This is where cultural impact comes into play. Unlike viewership and eCommerce sales, culture can be difficult to quantify. But it’s apparent that the show is influencing its target demo: 24-39 year old males.

Type “Bobby Axelrod” into Google and the first recommendation that pops up is “Bobby Axelrod hoodie.” So, to satisfy your curiosity: Mr. Axelrod, the cool-as-an-ice-cube-in-Alaska protagonist of Showtime’s series “Billions,” wears Loro Piana zip-ups. They’re cashmere and just in case you’re really interested in dressing like the man who makes the billions on “Billions,” each one costs $2,295. 

How to Dress Like a Billionaire, Wall Street Journal

There is a palpable shift in both the style of clothing and the color palette used by the upper-middle class fans of the show in Silicon Valley, Los Angeles, New York, and even the metropolitan midwestern cities. Brands are beginning to partner with Showtime to capitalize on this.

Last week, Brooklyn’s Greats Brand released an ultra-limited edition Axelrod shoe; 100 pairs of the premium Italian-suede shoes sold out in under 17 minutes. Viewers are so drawn to morally-ambiguous Bobby Axelrod that they’re buying shoes in his name.

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May 2018 saw peak search traffic for the ‘Billions’ character

CEO of GREATS Brand (2PM No. 73), Ryan Babenzien had this to say in defense of the collaboration:

Bobby Axelrod is a man from humble beginnings. A desire to escape his means and prove his ambition drove years of hustling and grinding. Add no small amount of cunning, and eventually Axe made himself into one of the most powerful men on Wall Street: a bona fide billionaire. We admire Axe for his ambition as much as we do for his style. Favoring a well-worn pair of jeans and Metallica t-shirt over the obvious power-suit, Axe carries himself with the confidence and understated elegance that we appreciate here at GREATS. With Axe as our inspiration, we partnered with Showtime to create our richest Royale yet.

Billions has achieved a television milestone like only a handful of shows before it. It’s influenced men’s fashion by redefining business casual (specifically high dollar affleisure) for white collar workers. Babenzien’s aforementioned statement perfectly summarized the character’s appeal. The shoe collaboration further established the influence of the show’s culture and the virtuous cycle of water cooler chatter, media buzz, and search traffic around each week’s episode. Coincidentally, the most recent Sunday night was the show’s strongest in its three year history.

Read more of the issue here.

By Web Smith and Meghan Terwilliger | About 2PM

No. 266: The HarrisX Report

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The must-read HarrisX report is 53 page deep dive into what is quickly becoming an inevitability. Big tech is facing regulation and if it happens, digital advertising efficacy may suffer with it. The most recent member brief included higher-level action steps for brands and agencies that may have to adjust to a digital advertising space without the targeting capabilities that we have today. We’ve narrowed the entire report to a few key takeaways.

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According to the report, 83% of Americans believe that the government should enact tougher regulations and penalties for breaches of data privacy. Additionally, 67% support major legislation in the U.S. The closest of which is the GDPR act in Europe. The GDPR limits the free flow of information between tech companies and advertisers. Below, I have included the three largest areas of concern.


From Member Brief No 9

What would the regulation of Facebook look like?

Look no further than Europe’s General Data Protection Regulation Act (GDPR) set to go into effect on May 25, 2018. There are three areas of interest that will be scrutinized:

  • Sensitive info: sexual preference, religious views, and political views will no longer be accessible to advertisers.
  • Facial recognition: banned in 2012, facial recognition will be made available. But the government will monitor intrusive use cases.
  • Data collection across the web: The GDPR reduces Facebook’s ability to track you across the web.

Facebook, Inc. may outlast Congress’ efforts to regulate their data collection practices but it is smart to prepare for a future without it.


Other eye-catching polling data:

(1) 65% of Americans supporting an Honest Ads Act requiring political advertisers to reveal their funding sources.

(2) 59% of Americans believe that children 16 years or younger should have control over their online profiles. Their data should be permanently deleted.

(3) And lastly, a bi-partisan 53% believe that large tech should be regulated much like the big banks are.

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If the push for regulatory action continues in America, the implications will be felt across ad-reliant digital publishing, advertising agencies, and the vertical brands that benefit from the data farm that’s powered Facebook to outsized profitability. It’s likely that we may begin to see the largest brands in the DNVB space pursue a greater share of offline advertising spend. This, especially as brands begin to reconsider how they a) reach top-of-the-funnel customers and b) retarget potential customers.

Read the Inaugural Tech Media Telecom Pulse Survey here

No. 265: Can A DNVB Achieve Modern Luxury?

Om Malik and Lean Luxe‘s Paul Munford had a thought-provoking exchange. Does the modern luxury go-to Lean Luxe (and the industry as a whole) have a grasp on what luxury means in online retail? On its face, a physical product that makes itself available to the masses cannot be a luxury product.

Lean Luxe on Twitter

@om Sure, by the old definition of luxury – you’re correct. But don’t judge modern luxury brands’ bonafides using the old set of luxury rulebooks. More here: https://t.co/ZLjoBdxYUz and here: https://t.co/uHYOPzsI9n

There are very few products, if any, that digitally vertical native brands (DNVB) sell that would qualify as traditional luxury goods. Here is Munford’s definition:

The key strength of a modern luxury brand is its emphasis on the entire package, rather just the product (or logo) itself. It’s a different mode of operation that takes some getting used to, but it disperses with the conventions of the old, blingy version of luxury, and is best optimized for today’s new consumer behaviors and expectations.

The fact of the matter is that competing on product quality alone leaves a brand open to exposure. MLCs have smartly understood that a better overall package or bundle — in an open market like today’s — can be far more compelling to shoppers than just product alone can.

Lean Luxe

Munford makes an important point that I’d like to take a bit further. Lean Luxe tends to maintain a narrow focus on hard goods and the packaging that they arrive in. But what about the purchase process and the attentiveness to customer happiness? And what about time?

The definition of luxury: an inessential, desirable item that is expensive or difficult to obtain.

Luxury, however you define it, is a brand’s embodiment of characteristics that make it desirable. Historically, those characteristics have been more ‘What’ features like quality, exclusivity, and cost. You can still define luxury as characteristics that make a brand desirable, but those characteristics have shifted. Quality is table stakes.

The characteristics that make brands more desirable are ‘how’ features like excellent customer experience (how do I experience the brand), meaningful brand mission (how do they give back/make a difference), and community engagement. Is it artist-created and excessively expensive? Maybe not. But if it is a product, or even an entire experience that is highly desirable, it can be considered a luxurious brand. DNVBs just so happen to possess a great infrastructure to support the characteristics that define modern luxury.

Luxury is always relative; it is loosely defined to meet the times and the market. If you walk through a great mall in the United States, you will visit brand experiences that will provide a luxurious taste. Take Ohio’s Easton Town Center as an example. The indoor / outdoor mall features Burberry, Tiffany and Co.,  and Louis Vuitton. However, your perception of luxury changes when you walk through the Bal Harbour Shops in North Miami Beach.  Bal Harbour is considered the finest mall in America. Both malls are considered “luxury” malls but neither are as luxurious as Dubai’s mall.

But can a DNVB be a luxury brand?

The notion of luxury is often applied to tech fashion brands. I partially agree with Om Malik’s statement here.

[Lean Luxe] is again confusing smoke / mirrors marketing and what is really luxury. All I know is that AllBirds and Brandless and Casper are not luxury, And no amount of your linguistic gymnastics will convince me of what is luxury, FWIW, LV is not luxury either. Too common.

AllBirds, Brandless, and Casper do not make luxury products but Munford isn’t suggesting that their products-alone are what classifies them within the modern luxury space.

Louis Vuitton was first hired as a personal box maker and packaging expert for the Empress of France. He was charged with “packing the most beautiful clothes in an exquisite way.” It was the practice that helped him to gain influence among the elite and royals, catapulting Louis Vuitton’s namesake to luxury status.

Louis Vuitton began with an early product and the two advantages commonly seen in the DNVB space:

  • Packaging
  • Maniacal focus on customers

The definition of a DNVB: a brand born online with a “maniacal” focus on the customer experience. A DNVB may start online but it often extends to a brick-and-mortar manifestation. Digitally native vertical brands control their own distribution.

Luxury brands don’t always begin as purveyors of luxury products. And due to a macroeconomic consumer shift from materialism to investing in luxury experiences, there are a large number of consumers who prefer DNVB’s luxury-experience over traditional luxury products. For many in the business and wealth classes, it’s a symbol that their money is better spent on even finer things than goods. The definition of luxury is changing.

Here are two relevant passages from 1994’s The Idea of Luxury:

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Page 35

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Buying experiences over buying consumer goods is a trend being adopted by the luxury-set. The interpretation of the word luxury means something altogether different for the types of customers who have the means and awareness to shop with DNVB brands. Skift’s latest research shows a clear shift in demand for more transformative travel experiences among upscale travelers (Skift / May 2, 2017). Whereas expensive products used to be the consumer desire: products, community, and service now play the role of enabling experience economy.

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Many DNVB products (see the database here) are marketed to enable this type of consumer: Mizzen+Main (No. 86) is for the traveling business class male. Ministry (No. 91) is for the well-educated, urban millennial. AllBirds (No. 56) is worn by the business casual, aspiring member of the investor-class. Rogue (No. 8) turned a garage into a coveted space in a home.

Digitally vertical native brands are founded with these basic questions:

(1) How do we make a great product?

(2) How do we build a community around it?

(3) How do we provide an elegant solution for commerce?

(4) How do we enable customers to save time and focus on what matters?

“One fundamental trap that people run into when assessing the merits of a modern luxury brand is the tendency to judge that brand using the ‘best-in-class’ framework,” says Lean Luxe’s Paul Munford. Lean Luxe’s definition is mostly right. Munford discusses packaging as part of the bundle: “[These brands] offer a better bundle to offset [traditional definitions of luxury] — more convenience, transparency, connection, better messaging, pricing, etc.”

But a selection of modern luxury brands are also marketing time as part of the proverbial “bundle” and that’s the only place where Munford and my thoughts differ.

It’s no longer sufficient to define luxury products by how difficult they are to attain. Time is the scarcest resource and the ultimate luxury. Being a modern luxury brand is about being self-aware. These brands sell time as a scarcity and then build products around it.

There may be no greater example of the community / product / service paradigm than Peloton, a DNVB that Malik’s True Ventures joined back in 2015.

Peloton is now shifting gears with a new financing program ($97 per month for 39 months for both the bike and subscription service), an ad campaign that’s more relatable to a diverse consumer base and an NBC Olympics sponsorship. Peloton counts NBCUniversal among its investors, and has raised nearly $450 million in total funding to date.

“We had this idea of a very affluent rider who many of our early adopters were,” she said. “We realized, through conversations with our community, that there was a huge opportunity with people who thought $2,000 was a huge investment but were [buying] it over and over again because the product is so important to them.”

How Peloton is Marketing Beyond the Rich

Peloton is not a traditional luxury product, but it shares consumers with traditional luxury brands. Think about the type of living arrangement necessary to house a wi-fi enabled bicycle or a $4,000 VR treadmill. It’s a brilliant piece of hardware that blends community with product and service. The brand’s proposition explicitly states that the purpose is to free the owner to focus more on experiences.

Peloton’s value proposition is as much about what you can accomplish away from the treadmill. Why take the time to travel to a gym? That time could be better spent elsewhere. This is the mark of a modern luxury brand.

Read more of the issue here.

By Web Smith and Meghan Terwilliger | About 2PM