#DirectToConsumer

[digitalagencyrichatejwani]

Which brand inspires you the most? Comment below!

[laurafaritos]

HDMS014. Should You Build or Borrow? What L’Oréal’s Strategy Teaches Comedians About Staying Competitive

If there’s one thing I’ve learned from Harvard’s Digital Marketing Strategy course, it’s that success isn’t just about being the best at what you do—it’s about being adaptable.

Big brands like L’Oréal could have gone all-in on launching their own DTC (direct-to-consumer) brands or acquiring existing ones. Instead, they took a smarter route: they borrowed the best aspects of DTC without trying to reinvent the wheel.

This got me thinking: as comedians, how often do we fall into the trap of thinking we have to “build” everything from scratch?

Do we need to create our own platforms, or should we leverage existing ones?

Should we chase the latest content trends, or should we refine what’s already working?

Can we take strategies that work for other industries—like DTC marketing—and apply them to stand-up, shows, or content creation?

Because let’s be real—comedians are not marketers by trade. But whether we like it or not, the comedy business is still a business. And the comedians who figure that out first are the ones who survive.

So in this post, we’re breaking down L’Oréal’s approach to DTC innovation and how you can apply the same strategy to grow your career—without burning yourself out trying to build everything from scratch.

I. How L’Oréal Built DTC Capabilities Without Starting a DTC Brand

When DTC brands first exploded, legacy companies like L’Oréal had two choices:

Compete head-on by launching their own in-house DTC brands.

Buy out successful DTC brands and integrate them into their portfolio.

But L’Oréal took a third approach—one that comedians and live show producers can learn from. Instead of starting from scratch or acquiring brands at high costs, they borrowed the best aspects of DTC brands and applied them to their existing business.

✅ They enhanced digital consumer engagement instead of trying to build entirely new communities. ✅ They accelerated e-commerce and direct sales instead of relying purely on retail. ✅ They improved personalization through AI-driven recommendations and beauty tech.

This allowed them to stay competitive without the financial risks of launching a completely new DTC brand.

Why This Strategy Worked for L’Oréal

L’Oréal realized that its biggest strengths weren’t about being the most “modern” or “disruptive.” Instead, they leaned into what they already had:

A massive, global audience.

Decades of brand trust.

Access to advanced research & innovation.

Deep marketing budgets that smaller DTC brands couldn’t match.

Rather than starting over, they simply modernized their approach—a key lesson that applies directly to comedians.

II. What Comedians Can Learn From L’Oréal’s Approach

L’Oréal’s decision to build DTC capabilities within their existing brands rather than launching entirely new ones offers a valuable lesson for comedians navigating their careers. The comedy industry, much like traditional business, has been disrupted by digital platforms, forcing comedians to rethink how they grow, market, and sustain their work.

One of the most significant takeaways from L’Oréal’s strategy is that comedians do not need to start over every time the industry changes. Instead, they can integrate new marketing strategies into their existing work. The rise of short-form video, direct-to-fan engagement, and self-produced content has given comedians the ability to bypass traditional gatekeepers in the same way DTC brands have bypassed retailers.

For comedians, this means leveraging personal branding, social media, and direct audience engagement rather than relying solely on comedy clubs, festivals, or industry validation. Just as L’Oréal adapted its marketing, distribution, and personalization techniques to remain competitive, comedians can build their own independent fanbases, increase direct engagement, and establish revenue streams that do not depend on external industry recognition.

Additionally, L’Oréal’s focus on community-driven marketing rather than mass advertising mirrors the way comedians must approach audience-building. Comedy audiences today are more fragmented than ever, and success depends on cultivating a loyal, niche fanbase rather than chasing mainstream appeal. L’Oréal’s decision to emphasize social engagement, influencer partnerships, and direct-to-consumer e-commerce highlights the importance of audience connection—something comedians must prioritize by engaging with fans beyond the stage.

Ultimately, L’Oréal’s model proves that modernization does not require reinvention. Comedians can apply the same principles by refining their approach, strengthening audience relationships, and using digital tools to create a more sustainable career without relying solely on industry gatekeepers.

III. How I’m Applying This in My Own Comedy Career

L’Oréal’s strategy of integrating DTC capabilities into their existing brands instead of launching entirely new ones resonates deeply with how I approach my career as a comedian. The lesson here isn’t about starting over every time a new platform or industry change emerges—it’s about adapting and evolving while building on what already works.

For me, this means recognizing that traditional comedy paths are no longer the only way forward. The industry has shifted, and comedians who rely solely on clubs, festivals, or talent scouts are limiting their reach. Instead of waiting for industry gatekeepers to grant opportunities, I’ve taken a direct-to-audience approach by integrating digital marketing, self-produced content, and community-driven engagement into my comedy career.

Much like how L’Oréal leverages audience data and online engagement to shape their marketing, I��ve structured my comedy business to operate with the same level of precision. This includes:

Audience Engagement Beyond Live Shows – Engaging with my audience through Instagram, Threads, and YouTube, creating consistent touchpoints rather than relying solely on stage performances.

Content Strategy That Reflects What Audiences Want – Using insights from my audience’s interactions to guide the type of content I produce, ensuring that what I put out resonates.

A Multi-Channel Approach to Comedy – Instead of limiting myself to traditional club circuits, I’ve built platforms that allow my work to be experienced digitally, through podcasts, videos, and written content.

Strategic Partnerships & Sponsorships – Similar to how L’Oréal collaborates with influencers and retail partners, I’m actively looking for partnerships that enhance my brand rather than dilute it, aligning with brands that share my comedic voice and values.

By integrating these digital strategies into my existing brand, rather than trying to reinvent myself with every trend, I’ve been able to maintain creative control while building a direct relationship with my audience—something that has proven far more sustainable than waiting for industry approval.

The key takeaway? Modernization doesn’t mean reinvention. Just as L’Oréal didn’t need to start a brand-new company to stay competitive, comedians don’t need to abandon their core skills to stay relevant—they just need to apply new tools to strengthen what they’ve already built.

IV. How I’m Managing This With AuDHD

Adapting my comedy career to incorporate digital marketing strategies isn’t just about keeping up with industry changes—it’s about building a system that actually works for my brain, not against it. The biggest challenge with AuDHD (Autism + ADHD) is that traditional business and marketing advice often assumes neurotypical energy levels, motivation patterns, and executive functioning skills.

That’s why, instead of forcing myself into a structure that burns me out, I’ve developed a workflow inspired by L’Oréal’s approach to DTC integration—taking the best parts of a system and making them work for me.

Here’s how I’m making this marketing-heavy strategy manageable with AuDHD:

Batching and Automation: Instead of trying to engage with my audience every single day, I create content in batches and schedule posts ahead of time. This reduces decision fatigue and helps me stay consistent even when my executive functioning crashes.

Energy-Based Task Management: Some days, my brain is on fire, and I can write five scripts in one sitting. Other days, I struggle to send a single email. Instead of expecting myself to function the same way every day, I organize tasks into low-energy, mid-energy, and high-energy categories so I always have something I can work on, no matter what state I’m in.

Leveraging Hyperfocus (Without Burnout): When I hyperfocus, I take advantage of that intense drive to create weeks’ worth of content at once. But I also have structured off-switches, like pre-set stopping points or accountability check-ins, to prevent myself from burning out.

Building a "Default Mode" for Marketing: Just like how L’Oréal integrated DTC strategies into its existing brands rather than creating something entirely new, I’ve designed my marketing system to feel like an extension of my creative process rather than a separate “business task.”

Example: Instead of seeing content creation as "marketing," I frame it as a natural extension of my comedy—whether it’s making funny Instagram posts, Threads, or YouTube videos that feel like part of my brand, not just promotion.

What this means in practice is that I don’t have to reinvent the wheel every day—I’ve built a structure that allows me to engage, promote, and grow my audience without constantly draining my energy.

The takeaway? If a system doesn’t work for your brain, the system is broken—NOT YOU. L’Oréal didn’t need to create a new company to compete with DTC brands; they just needed to adjust their approach while leveraging their existing strengths. In the same way, I don’t need to change who I am to succeed in marketing—I just need to build systems that work with my neurodivergence, not against it.

V. TL;DR & Final Takeaways

So, what can comedians learn from L’Oréal’s approach to building DTC capabilities without creating a new brand from scratch?

✅ You don’t need to “reinvent” yourself to adapt—you just need to integrate new strategies into what you’re already doing. L’Oréal didn’t start a separate DTC beauty company; they modernized their existing brands to compete in the digital age.

✅ Marketing is about relationships, not just sales. L’Oréal prioritized digital consumer engagement first, THEN scaled e-commerce and personalization. For comedians, this means building an audience who cares before worrying about monetization.

✅ Work smarter, not harder. L’Oréal used their strengths (brand awareness, distribution networks, R&D) rather than trying to operate like a scrappy startup. As a comedian, your strengths are your talent, personality, and unique comedic voice. Use those to your advantage instead of forcing yourself into generic marketing strategies that don’t fit.

✅ If a system doesn’t work for your brain, the system is broken—NOT YOU. Just like L’Oréal adapted DTC strategies to fit their company, comedians need to adapt marketing strategies to work with their neurodivergence, not against it.

At the end of the day, success isn’t about following a perfect formula—it’s about figuring out how to make the system work for YOU.

🛠️ Next Steps & Related Reads:

If you found this post helpful, check out these other posts in the series:

📌 [Buy or Build? What Harvard Taught Me About DTC Acquisitions (And What Walmart’s $235M Loss on Bonobos Can Teach Us About the Risks & Rewards)]

📌 [Should You Build or Borrow? What L’Oréal’s Strategy Teaches Comedians About Staying Competitive]

📌 [Comedy, Clicks & Customer Acquisition: Harvard’s Digital Marketing Breakdown]

🚀 Follow along for more breakdowns of Harvard’s Digital Marketing Strategy course—tailored for comedians!

[ameerblogs]

Weather Channel Live-Stream Makes Cable Network Ready for Cord-Cutters

The executives at the company that owns cable’s venerable Weather Channel know they have a popular service. The network has been around since 1982. Now they hope lightning will strike twice.

A live-stream of the outlet will be made available via app for connected TV sets, and subscribers who already get the cable version can get it by providing details of their provider. Others who want to access it can do so for a fee of $2.99 per month. It is the first time the network has offered its own direct-to-consumer subscription. Full Watch

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ANS Commerce D2C Marketing Agency: Grow Your Direct-to-Consumer Brand

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[tiffany-shutes]

FOR IMMEDIATE RELEASE Eraj Akhtar

Blockchain Ecosystem Exchange hello@crowdpointtech.com

+1 (844) 972-1777 https://consumerstaples.exchange

ANNOUNCING CONSUMER STAPLES EXCHANGE LAUNCH

(Austin, TX, USA, 14 October 2021): Consumer Staples Exchange PS ("CSX"), a Blockchain Ecosystem Exchange sector, announced today that it is deploying its big data, artificial intelligence, and blockchain technology shared services platform for decentralized exchanges and marketplaces. As a member of the Blockchain Ecosystem Exchange system, its single goal is leveraging the power of blockchain e-commerce to democratize the data behind human identity.

"The mission of the Consumer Staples Exchange is to horizontally and vertically unite food, staples, retailing, beverage, tobacco, household, and personal products on its blockchain-powered shared services technology in order to DEMOCRATIZE the Consumer Staples buying experience for the HUMAN IDENTITY," said Eraj Akhtar, Chief Futures Officer for CrowdPoint Technologies. "Our Futures team has a singular focus on leveraging the power of the blockchain to drive e-commerce more efficiently first. Then we can move to use a solid supply chain optimization approach to improve customer service, eventually removing bloat in the business ecosystem."

The company has been working in stealth for the past year, integrating into a common schema of 11 market sectors, providing consumers an easy way to navigate through its Blockchain Ecosystem Exchange. Its shared services include an integrated suite of proprietary nextgen blockchain, big data, and artificial intelligence technologies. The shared services also include technologies that help small and medium-sized companies grow and compete like large enterprises. The company has deployed its web-based communication service that comes prepopulated with millions of ideal customer profiles. This feat is possible through a big data customer resource manager. Also included is a website builder that provides web hosting and design services. Users can quickly build their site while integrating directly into nextgen blockchain technology. The company is currently in negotiations with several sizable Consumer Staple resource providers and anticipates making an announcement in the coming days.

The Consumer Staples Exchange is passionate about the success blockchain technology will have on this sector. CSX focuses on delivering a solid public-private blockchain-powered assembly of marketplaces that focus on more efficient e-commerce.

For more information, you can visit the following links:

https://consumerstaples.exchange/?afmc=HBMvKE9i0yT3aUkvlpLes

https://blockchainecosystem.exchange/?afmc=HBMvKE9i0yT3aUkvlpLes

This presentation may contain "forward-looking" statements within the meaning of the federal securities laws, and these statements involve substantial risks and uncertainties. All statements other than statements of historical fact could be deemed forward-looking, including, but not limited to, expectations of future operating results or financial performance, market size and growth opportunities, the calculation of certain of our key financial and operating metrics, plans for future operations, competitive position, technological capabilities, and strategic relationships, as well as assumptions relations to the foregoing. Forward-looking statements are inherently subject to risks and uncertainties, some of which cannot be predicted or quantified. In some cases, you can identify forward-looking statements by terminology such as "guidance", "expect", "anticipate", "should", "believe", "hope", "target", "project", "plan", "goals", "estimate", "potential", "predict", "may", "will", "might", "could", "intend", "shall", and variations of these terms or the negative of these terms and similar expressions. You should not put undue reliance on any forward-looking statements. Forward-looking statements should not be read as a guarantee of future performance or results and will not necessarily be accurate indications of the times at, or by, which such performance or results will be achieved, if at all.

Forward-looking statements are subject to a number of risks and uncertainties, many of which involve factors or circumstances that are beyond our control. Our actual results could differ materially from those stated or implied in forward-looking statements due to a number of factors, including but not limited to risks detailed in our filings with the Securities and Exchange Commission (the "SEC"). You can locate those reports on our investor relations website (investors.crowdpointtech.com) or on the SEC website (www.sec.gov). If the risks or uncertainties ever materialize or the assumptions prove incorrect, our results may differ materially from those expressed or implied by such forward-looking statements. Except as required by law, we assume no obligation and do not intend to update these forward-looking statements or to conform these statements to actual results or to changes in our expectations.

[laurafaritos]

HDMS010. DTC Brands: A Short-Lived Fad or a Permanent Shift in Marketing?

For the past few weeks, I’ve been deep-diving into Harvard’s Digital Marketing Strategy course and breaking down everything I’ve learned—from a comedian and creative producer’s perspective.

So far, we’ve covered:

Why I took this course (Spoiler: The business of creativity is brutal, and I needed a strategy.)

The rise of Direct-to-Consumer (DTC) brands and why they’ve completely changed marketing.

How DTC brands use customer insights, product design, manufacturing, and distribution to operate with agility.

The power of digital marketing and brand storytelling in growing an audience.

How comedians and creatives can steal these strategies to build sustainable careers.

Now that we’ve broken down each step of the DTC Value Chain, the big question remains:

🔥 Are DTC brands the future, or were they just a passing trend?

Some argue that DTC was a bubble—an experiment that worked well when digital ads were cheap but now struggles under rising costs and market saturation. Others believe that DTC brands permanently changed marketing and that companies must adapt or die.

This post is the conclusion of Module 1—where we reflect on whether DTC brands are a temporary trend or a long-term shift in how businesses operate.

And, of course, how comedians and creatives can apply these insights to their own careers.

I. The Case Against DTC: Was It Just a Fad?

While DTC brands shook up marketing, many argue that they were a short-lived trend rather than a sustainable business model. Here’s why:

1. Rising Customer Acquisition Costs (CAC)

When DTC brands first emerged, Facebook and Google ads were cheap. A brand could launch with a small budget and scale fast. But as more companies flooded digital advertising, costs skyrocketed. Today, CAC is so high that many DTC brands struggle to turn a profit.

Example: Casper (the mattress brand) went from an exciting DTC startup to struggling with profitability as digital ads became too expensive.

2. Easy to Copy, Hard to Defend

Most DTC brands don’t have proprietary technology or unique patents. Unlike legacy brands with years of R&D investment, many DTC brands just slap a logo on a generic product, market it well, and sell direct to consumers. The problem? Anyone can do the same thing.

Example: There are now hundreds of DTC razor brands, but none have been able to match Dollar Shave Club’s original success.

3. The Scaling Struggle

Starting a DTC brand is easy. Scaling it is hard. Many DTC companies hit a growth ceiling—they can reach $50-$100 million in revenue, but very few have grown into billion-dollar businesses like Nike or Apple.

Example: Warby Parker, Allbirds, and Glossier were once seen as the future of retail. But as they tried to scale, they struggled with profitability, forcing them to shift strategies.

4. The "Path to Profitability" Problem

Many DTC brands aren’t built to be profitable. They rely on venture capital funding to grow quickly, hoping to either:

Be acquired by a larger company (like Unilever buying Dollar Shave Club).

Go public and cash out before financial struggles catch up.

But for every success story, there are countless DTC brands that burned through millions in investor money and collapsed before turning a profit.

Example: Away Luggage was once the "future of travel," but behind the scenes, it struggled with mismanagement and unsustainable growth.

5. The DTC Bubble Burst?

A wave of DTC brand failures, layoffs, and acquisitions in recent years has led some experts to call the whole movement a bubble that has popped.

So… is that it? Was the DTC revolution just a temporary marketing trend that worked until digital ads got too expensive?

Not quite. Because while some DTC brands failed, others adapted and thrived.

Next, we look at the case for why DTC is here to stay—and how it has permanently changed marketing.

II. The Case for DTC: A Permanent Disruption in Marketing

Despite the struggles, DTC brands have changed the marketing landscape forever. Even if some fail, the principles behind them aren’t going anywhere. Here’s why:

1. Consumer Behavior Has Permanently Shifted

Customers are no longer brand-loyal in the way previous generations were. Instead, they seek out brands that feel: ✅ Authentic (not corporate giants pretending to care) ✅ Personalized (they want products made for them, not the masses) ✅ Community-Driven (they engage with brands like fandoms, not just buyers)

DTC brands understand this shift, while legacy brands are still playing catch-up.

Example: Glossier didn’t just sell beauty products—it created an online beauty movement, where customers shaped the brand’s identity. Even after its struggles, Glossier still represents what modern branding looks like.

2. The Lower Barrier to Entry Is Here to Stay

Launching a business once required millions in capital for production, advertising, and distribution. Now?

Shopify lets anyone build an online store in a day.

Amazon FBA allows brands to sell globally with zero inventory.

Facebook & Google Ads help brands reach their exact audience.

This means entrepreneurs no longer need a massive budget to compete—they just need a smart brand, a niche audience, and the ability to pivot fast.

Example: Pattern Brands turned their creative agency into a DTC powerhouse by building multiple niche brands, proving you don’t need a billion-dollar business to succeed.

3. The Retail Gatekeepers Have Lost Power

For decades, retail chains controlled who got to sell products. If Walmart, Target, or Macy’s didn’t want your brand on shelves, your business was doomed.

DTC broke that system by making it possible to: ✅ Bypass retail entirely (sell straight to consumers online). ✅ Control the brand experience (no need to fit into a retailer’s standards). ✅ Own the customer relationship (instead of letting Target collect all the data).

Even big legacy brands have noticed this shift and started selling directly to consumers.

Example: Nike cut ties with many retail partners to focus on its own DTC e-commerce strategy, proving that even global giants see the writing on the wall.

4. The Future of Marketing Is Personalization

Traditional brands rely on mass marketing (TV commercials, billboards, print ads). But DTC brands built their success on hyper-targeted, digital-first marketing.

This level of personalization and direct engagement is now the industry standard.

Subscription models (FabFitFun, BarkBox, Empress Mimi) create recurring revenue and personalized experiences.

Influencer & UGC marketing (Glossier, Perfect Diary) makes advertising feel organic.

Community-driven branding (Warby Parker, Allbirds) turns customers into ambassadors.

Even big brands now try to mimic this—but DTC brands do it best because it’s built into their DNA.

5. Legacy Brands Are Being Forced to Adapt

DTC isn’t just a trend—it’s a wake-up call to legacy brands that their old playbooks no longer work.

✅ DTC brands forced traditional companies to rethink marketing. ✅ DTC brands changed how customers interact with brands. ✅ DTC brands proved that authenticity and direct engagement matter.

Even if some DTC brands fail, the industry has been permanently transformed. The question now is how brands—big and small—adapt to this new reality.

III. The Future of DTC: Smaller, Niche-Driven, and Community-Led

If the early 2010s were about building billion-dollar DTC unicorns, the future is looking more like a landscape of smaller, hyper-targeted brands that thrive on community and personal connection.

1. The Era of the "Mega-Brand" Is Fading

For decades, companies like Procter & Gamble and Unilever built massive, category-dominating brands—think Tide, Gillette, and Dove.

But in the DTC era, niche is the new scale. Instead of trying to appeal to everyone, brands now thrive by owning a specific identity and catering to a deeply engaged audience.

✅ Glossier built a minimalist beauty movement. ✅ Allbirds built a sneaker brand for eco-conscious millennials. ✅ BarkBox built an entire subscription economy around dog owners.

This shift isn’t just about product—it’s about culture. Consumers want brands that align with their values, aesthetics, and identity, not just solve a functional need.

This is a lesson for creators, too. You don’t need to go viral or appeal to millions—you just need to build a deeply engaged niche that feels seen by you.

2. The Rise of the Multi-Brand Portfolio

Instead of one company trying to dominate an industry, the next evolution of DTC looks more like a collection of smaller, targeted brands under one umbrella.

💡 Think of it as a “DTC House of Brands.”

Example: Pattern Brands didn’t just launch one DTC business—they built a portfolio of brands designed around “home enjoyment” (kitchenware, bath, home organization).

Why this works: ✅ Diversifies risk – If one brand slows down, others pick up the slack. ✅ Easier scaling – Smaller brands have lower overhead and can adapt faster. ✅ Built-in cross-selling – A customer who buys one product can easily be introduced to others.

For creatives, this model makes sense, too. Instead of focusing on one platform, one show, or one revenue stream, the goal is to build an ecosystem of creative products and offerings that serve a shared audience.

3. Marketplaces & Community-Driven Commerce

Another shift? Some DTC brands are no longer just selling their own products—they’re curating entire marketplaces.

💡 Instead of being just a brand, they’re becoming a platform.

✅ Amazon FBA → Brands use Amazon’s infrastructure for logistics. ✅ The Drop (Amazon) → Limited-edition fashion launches based on customer demand. ✅ Instagram Shops & TikTok Shopping → Social commerce blends content + buying in real time.

For independent creators and comedians, this shift is huge. It means you don’t just have to sell yourself—you can build a platform where your audience interacts, contributes, and even sells their own stuff.

4. The Future Is Omni-Channel

DTC brands started as digital-only businesses, but the ones that survive long-term are the ones expanding beyond digital.

✅ Warby Parker opened stores. ✅ Casper went into Target. ✅ Glossier (before its struggles) launched pop-ups and retail spaces.

💡 The best strategy is not just “DTC vs. Retail.” It’s BOTH.

For comedians and creatives, this is a lesson: It’s not just about being online or IRL—it’s about using both to fuel each other.

📍Your audience finds you online → but deepens their relationship with you through real-life experiences. 📍Your online content builds a following → but in-person experiences make people lifelong fans.

5. The Real Takeaway: DTC = The Creator Economy’s Playbook

The rise of DTC brands isn’t just about products—it’s about what the internet has made possible for small, independent businesses.

And that includes creators, comedians, and independent artists.

✅ Build direct relationships with your audience. ✅ Focus on authenticity & storytelling, not just sales. ✅ Create community-driven experiences that make people feel part of something. ✅ Monetize multiple revenue streams, not just one. ✅ Use digital-first marketing but don’t forget the power of in-person connection.

DTC brands proved that you don’t need a massive corporation behind you to build a business. The same is true for creative careers.

You are the brand. Your audience is your community. Your creative work is the product.

And the way you engage, build trust, and grow? That’s your marketing strategy.

IV. How I’m Making This Work Even with AuDHD

Let’s be real: this course is intense. The modules are dense, the case studies are complex, and Harvard doesn’t care that my AuDHD brain needs to take the scenic route through every concept before I fully absorb it.

So how am I making this work? By working with my brain, not against it.

1. My Study System: Structured Chaos 📚

Most people can read the material, take notes, and move on. I, however, need five tabs open, two highlighters in hand, and a YouTube video playing in the background just to get started.

Here’s how I’ve structured my study process to actually retain the information:

✅ Layered Learning – Instead of reading everything in one go, I skim first, then deep dive in multiple rounds. ✅ Pattern Recognition – I highlight themes across different lessons to connect the dots rather than memorizing isolated facts. ✅ Multi-Modal Input – I watch lectures, read case studies, and rewrite key concepts in my own words so my brain absorbs the material in different formats. ✅ Intentional Breaks – My brain does not do uninterrupted work marathons. So I batch my study sessions in 30-45 minute sprints to avoid burnout.

I’ve learned the hard way that forcing myself into “traditional” study methods is a disaster. The more I adapt the material to fit my learning style, the better I retain it.

2. Keeping My Dopamine Tank Full

AuDHD means if I’m not engaged, I’m not learning—it’s that simple. If the information isn’t interesting, urgent, or novel, my brain will not hold onto it.

So instead of fighting my need for novelty, I make the course as engaging as possible:

✅ Gamification – I turn modules into challenges, checklists, and milestones so I get small dopamine hits when I complete them. ✅ Storytelling Over Studying – Instead of rote memorization, I reframe everything as a narrative. Who are the key players? What were the stakes? How did they adapt? ✅ Sensory Stimulation – I study with music, fidget tools, and color-coded notes to make learning more immersive. ✅ Externalized Processing – I use voice notes and writing (like these posts!) to talk through concepts rather than just passively consuming them.

This isn’t just about making learning more fun—it’s about tricking my brain into retention.

3. Why I’m Taking My Time (and Not Feeling Guilty About It)

Harvard estimates 10 hours per module. I’ve spent 35+ hours on a single module so far.

Old me would’ve panicked, called myself slow, and spiraled into self-doubt. But I know now: that’s just not how my brain works.

💡 Depth over speed. If it takes me 3x longer to truly absorb the material, that’s fine. 💡 Sustainability over burnout. If I cram, I won’t retain anything. If I pace myself, I’ll actually use this knowledge long-term. 💡 Efficiency in my own way. Some people can memorize concepts fast, but I rebuild them from the ground up in my mind so I can apply them later.

I’d rather take my time and absorb the material fully than rush through it and remember nothing.

4. Translating This Into My Own Business & Creative Work

Studying this course through an AuDHD lens has made me hyper-aware of how I structure my own creative business.

✅ I design my marketing & content workflows to be dopamine-friendly. ✅ I create systems that work with my brain, not against it. ✅ I build flexibility into my schedules so I don’t set myself up for failure.

And most importantly? I’m learning to trust my own way of processing information. Just because my learning pace looks different from others doesn’t mean it’s wrong—it just means I’m building a stronger, deeper foundation.

This course is forcing me to rewire how I think about learning, productivity, and business strategy—and that’s a lesson I’ll carry with me long after I’ve finished these modules.

V. What I’ve Learned & How It’s Changing Me

If you had told me a year ago that I’d be taking a Harvard digital marketing course, breaking down business models, and applying these lessons to comedy, I would have laughed. Loudly.

Yet here I am, not only surviving but thriving in this intense course—despite every AuDHD struggle, every late-night deep dive, and every overcomplicated note-taking method.

This isn’t just about learning marketing. It’s about redefining how I approach my work, my business, and my creative life.

🔹 What I’ve Learned from This Module

✅ DTC brands have permanently changed marketing by cutting out middlemen and building direct customer relationships. ✅ Traditional brands still hold power, but they’re struggling to adapt to digital-first strategies. ✅ The DTC model is scalable, but only when done right—too many brands fail because they don’t know how to grow beyond the startup phase. ✅ Brand-building is about connection. Whether you’re selling razors, running a comedy show, or marketing yourself as an artist, your audience relationships are everything.

🔹 How This Has Changed Me as a Comedian & Creative

💡 I no longer see marketing as a “business thing” that’s separate from creativity. Marketing is storytelling. Marketing is connection. Marketing is art. 💡 I’ve started thinking like a DTC brand. I’m building my audience the way a startup would—directly, personally, with full ownership of my brand. 💡 I’ve restructured my business approach to work with my AuDHD brain, not against it. The strategies I’m learning aren’t just business hacks—they’re helping me build sustainable creative workflows.

I’m not just learning from this course—I’m actively applying it to my career in real time. And that? That’s pretty damn exciting.

🔹 Catch Up on the Full Series

In case you missed my previous posts, here’s what I’ve covered so far in this Harvard deep dive:

📌 Why I Signed Up for a Harvard Digital Marketing Course as a Comedian 📌 The Rise of DTC Brands: What Harvard Taught Me About Selling Directly to Audiences 📌 DTC Brands: A Trend or the Future? Harvard’s Take on Business Longevity 📌 Customer Insights: How the Best Brands REALLY Know Their Audience 📌 R&D & Product Design: What Comedians & Creators Can Learn from DTC Brands 📌 Manufacturing & Production: Why Comedians Should Think Like a Startup 📌 Marketing 101: Performance Marketing vs. Brand Building 📌 Distribution Strategies: What Comedy & DTC Brands Have in Common 📌 Customer Experience: Selling an Emotion, Not Just a Product 📌 You’re here! 🎉

🔹 What’s Next?

Next up, I’ll be diving into how traditional brands are adapting (or failing to adapt) to this DTC disruption—and what lessons creatives and comedians can take from it.

If you’ve been enjoying these breakdowns, follow me for more insights on business, comedy, and the wild intersection of the two. And if you’re in Toronto, come see me LIVE at one of my upcoming shows!

🎟️ Haunted Comedians – Spooky comedy, ghost stories & hilarious hauntings 🎟️ Failed by Sex Ed – Comedy meets relationships, dating fails & what we should have learned in school 🎟️ Foreigner Diaries – Comedy about immigration, culture clashes & the joys of being “the foreigner”

Let’s keep learning, laughing, and figuring this all out together. 🚀

Tchau, tchau!!

[penpath]

Ready for another DTC growth hack? Here you go! DTC Growth Hack #5: Create campaigns that promote your most popular blog posts to look alike audiences who haven’t visited your website, then retarget that traffic with more content and product CTAs. Find more DTC here: https://penpath.com/blog/dtc-grow-hacks/

[mysubscriptionbusiness]

75% of Direct to Consumer (DTC) Brands will Offer Subscription Services by 2023 – Know Why?

Know why 75% of Direct to Consumer (DTC) Brands will offer Subscription Services by 2023. The subscription industry has experienced an incredible growth rate of 17% over the past five years. Read More:- https://www.mysubscriptionbusiness.com/blog/why-75-percent-of-direct-to-consumer-dtc-brands-will-offer-subscription-services-by-2023/

[anscommerce]

ANSCOMMERCE D2C Marketing Agency: End-to-End Growth Solutions for Direct-to-Consumer Brands

Explore ANSCOMMERCE’s D2C Marketing Agency services, tailored to help brands expand their online presence and drive growth. From digital strategy to customer acquisition, ANSCOMMERCE offers comprehensive solutions designed for direct-to-consumer success. Partner with us to elevate your brand’s impact in the digital space.

[aditivaishnav]

Looking for ways to promote your food business? Food product sampling is one of the best techniques at this time to allow your targeted consumers actually taste your product. Click to learn more about how to benefit from your food product sampling campaign at Samplits. Visit us at - http://samplits.com/

[reallyliteral]

For my feature today in my 🌿 Slow & Steady: #Vancouver Edition 🇨🇦 photo series, it gives me great pleasure to talk about Onyx Aesthetics! Owned and run by the lovely Linda, @onyxaesthetics is a nail and #beautysalon 💅🏻 located in #Gastown on Abbott St. ⠀ ⠀ Linda, along with all the girls at #OnyxAesthetics, specialize in the highest quality of #nailart in which the skill, time, and craftsmanship they put into each client always shows 💕 I discovered @onyxaesthetics through my best friend 👯‍♀️ where the salons interior wall covered in beautiful artwork caught her eye. Our first appointment there was for a birthday treat 🎉 for us and it just so happened that I had the honor of having my nails done by the strikingly beautiful Linda! 🧡⠀ ⠀ I always love to learn more about a business that I am inspired by so upon speaking with Linda while she went away #shaping, #buffing, and #polishing, I learned so many amazingly helpful #businesspractices from her 💪🏻 Month in and month out, I have now been a client of Linda’s at @onyxaesthetics for a few years now and have only grown more of an appreciation and admiration for her as a #femalerun #businessowner 💥 Go see Linda or one of the many other talented ladies at the newly expanded @onyxaesthetics studios today for all your nail needs! 💅🏻⠀ ⠀ 📸 @paupedrz ⠀⠀ 💄 @madeup.bysteph ⠀⠀ 💡 @monicalunart ⠀⠀ 💪🏼 @sarahlynn66 ⠀⠀ 🏨 @hotelbelmont⠀⠀ #localtalent #slowandsteady #sustainable #slowfashion #madeinYVR #zerowaste #upcycling #directtoconsumer #hotelhouseparty #onyxgastown #cndcanada (at Hotel Belmont Vancouver) https://www.instagram.com/p/B1PVsHWBlww/?igshid=y20j34f6aes2

[teflondonmusic-blog]

www.teflondonmerch.com is our exclusive direct to consumer distributor. #AskewCollections #OnlineShopping #OnlineStore #directtoconsumer https://www.instagram.com/p/Cn8gSSwN_7E/?igshid=NGJjMDIxMWI=