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I've been chasing new customers while sitting on $3.2M+ in untapped customer value. And I made a full video tutorial showing exactly how I discovered this Every e-commerce brand does this backwards. We obsess over acquisition costs. We burn budgets on Facebook ads. We chase cold traffic that converts... at 2%. Meanwhile, our existing customers - the ones we already paid to acquire - sit there completely underutilized. Here's how bad it gets: → Returning customers: $101 average LTV → New customers: $30 average value → Purchase frequency: 2x higher for existing customers → But 90% of ad spend still goes to acquisition We're ignoring our goldmine to dig for pennies. That's exactly why I decided to test something different. 60 seconds with Moby by Triple Whale changed everything. It instantly showed me: → Cross-selling opportunities I was blind to → Top 15 product SKUs ready for optimization → "Extra hot" product line opportunity → Three high-value segments to target first Now my strategy focuses on -Champions (top spenders), -Loyalists (consistent buyers), and -Potential Loyalists (ready to upgrade). The math is simple: Every $1 optimized from existing customers saves $5 in acquisition costs. Comment “MOBY” and I’ll send you their high-value prompting guide. In partnership with Triple Whale.show more

Chris Lang

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.Nubank is larger than Coinbase, Robinhood, Affirm, and SoFi combined, has more customers than Bank of America (while only operating in three countries in Latin America), and 80% to 90% of its growth comes through word of mouth because of the way they make customers fanatical about their product. Jag Duggal is chief product officer at Nubank, and in our conversation, we dig into: 🔸 How Nubank creates fanatical users 🔸 Measuring PMF through the Sean Ellis score 🔸 Tactics for driving word-of-mouth growth 🔸 The role of category design in creating successful products 🔸 Why companies should strive to be “fundamentally different,” not “incrementally better” 🔸 Much more Listen now 👇 - YouTube: - Spotify: - Apple: Some key takeaways: 1. The “Sean Ellis score” is a key element of how Nubank measures product-market fit and makes decisions about investing in new products. The score is based on asking customers, “How disappointed would you be if this product went away?” The answer options are: a. Very disappointed b. Somewhat disappointed c. Not disappointed d. I no longer use this product 2. A few of your strongest customers can teach you more than many of your weaker ones. Your strongest customers are generally your most engaged users, deriving the most value from your product. If you use the Sean Ellis question, your strongest customers will be those with the highest scores. Try to learn: what characteristics make them a better fit for your product? What can they teach you about the value of your product? 3. The best user research technique is often to just pick up the phone and call 10 customers. You don’t need a research plan, a research lead, someone to summarize results, etc. Those things just add distance between you and the customer and overhead that slows research down. If you have a direct line to the customer instead, you’ll often find that it only takes five conversations before you gain strong, reliable insights. 4. Your strategy doesn’t have to be “right,” but it does have to be clear. A clear strategy allows you to identify when things are off course, because it defines “what was supposed to be happening.” Aspirations or vague statements like “to re-invent banking” are not clear strategies. Clear strategies are detailed plans centered on specific problems, solutions, customers, and strengths. 5. Jag lives and breathes the motto “We’re in the business of being fundamentally different, not incrementally better.” In competitive markets, merely improving incrementally on existing solutions isn’t enough. Strive to be fundamentally different by reinventing or creating new categories. This approach not only sets you apart from competitors but can also redefine the industry standards. 6. To develop products that truly resonate with users, start by identifying deeply held pain points. This can be achieved through meticulous customer research, or asking indirect questions to uncover genuine needs and frustrations. The goal is to develop a solution that addresses these issues so effectively that customers become enthusiastic advocates. 7. Before diving into research, articulate a clear hypothesis. This gives direction to your research efforts and helps you interpret the data you gather effectively. Don’t become overly attached to your hypothesis. Be willing to assess whether it’s right or wrong based on the evidence you gather, rather than trying to defend it at all costs.

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How I turned $2,500 into $800/month in passive income: 1: Saved up $2,500 for my first ATM machine 2: Drove around looking for cash-heavy businesses 3: Found a nail salon losing customers because they couldn't withdraw cash to pay 4: Walked in and asked, "Can I place an ATM here?" 5: They said yes 6: Bought a GenMega ATM for $2,500 7: Installed it in the salon 8: Set my surcharge at $3-4 per transaction I was hoping to make an extra $350/month. Instead? This single ATM makes $800/month in passive income. It's one of my best-performing machines to date. Here's why this location works so well: • High foot traffic (nail salons see 50-100+ customers daily) • Cash-only service (creates immediate demand) • No nearby ATM (customers had no other option) • Win-win deal (salon owner gets a cut of every transaction) The math is simple: If the ATM does 200 transactions/month at a $4 surcharge, that's $800/month. I pay the salon owner $1.50 per transaction ($300/month). My profit? $500/month from ONE machine. But I didn't there… I followed this exact blueprint and scaled to 45 ATMs that now generate over $16k/month in passive income. If you're ready to learn how you can do the same… DM me "Ready" and I'll show you exactly how to get started.

Juan Jeronimo

121,363 Aufrufe • vor 8 Monaten

We launched ViralCuts just over a month ago. And we're crushing it for customers: - 100,000,000+ video views - Millions of engagements - Hundreds of thousands of followers added Oh yeah... We just crossed 7-figures in ARR A few lessons on building a productized service 👇 --- 1️⃣ Your Pricing Model is Everything We've iterated our pricing 3 times. Within a month. With every new sales call and customer, we're learning how to optimize our price & offer. Make sure you're hitting the sweet spot between the value your customer gets and your own need to have healthy margins. Ideally this is something like cost Staff Cost * 4 / Project Capacity = Price 2️⃣ Obsess Over Customer Experience Within minutes of signing up all new customers receive a warm welcome from their Project Manager. We make sure they understand how everything works. We offer to hop on a call to answer any questions when getting started. We communicate updates daily. Feedback is addressed instantly. Across all of our businesses we make sure customers know that we really give a sh*t. 3️⃣ Maintain the Highest Standards Our team is really, really good. I'd argue the best. But we still have the occasional struggle. Sometimes a video is a miss. Sometimes a ball gets dropped. Every time there's a little turbulence, we write down what happened, our solution to the problem, and then we update our Guidelines and Process. You can't avoid all mistakes. But you can learn from them and create systems & expectations to avoid them from repeating. 4️⃣ Don't Stress Your Capacity If you're lucky enough to get a lot of demand, you may be tempted to take on more work than you can handle. Don't. Yeah, money is cool and all, but delivering a poor experience and hurting your reputation is a stain that you can't wash out. Only take on customers if you're certain you can deliver the highest-quality work and experience for them. 5️⃣ Choose Your Partners Carefully Greatest decision I made in building ViralCuts was easily who I chose to partner with. Codie Sanchez and Sam Parr have been huge when it comes to: - video quality feedback - customer process - content & growth - financial fine-tuning Here's a new video to show you what ViralCuts is all about. Roll that beautiful footage! 🎥

We launched ViralCuts just over a month ago. And we're crushing it for customers: - 100,000,000+ video views - Millions of engagements - Hundreds of thousands of followers added Oh yeah... We just crossed 7-figures in ARR A few lessons on building a productized service 👇 --- 1️⃣ Your Pricing Model is Everything We've iterated our pricing 3 times. Within a month. With every new sales call and customer, we're learning how to optimize our price & offer. Make sure you're hitting the sweet spot between the value your customer gets and your own need to have healthy margins. Ideally this is something like cost Staff Cost * 4 / Project Capacity = Price 2️⃣ Obsess Over Customer Experience Within minutes of signing up all new customers receive a warm welcome from their Project Manager. We make sure they understand how everything works. We offer to hop on a call to answer any questions when getting started. We communicate updates daily. Feedback is addressed instantly. Across all of our businesses we make sure customers know that we really give a sh*t. 3️⃣ Maintain the Highest Standards Our team is really, really good. I'd argue the best. But we still have the occasional struggle. Sometimes a video is a miss. Sometimes a ball gets dropped. Every time there's a little turbulence, we write down what happened, our solution to the problem, and then we update our Guidelines and Process. You can't avoid all mistakes. But you can learn from them and create systems & expectations to avoid them from repeating. 4️⃣ Don't Stress Your Capacity If you're lucky enough to get a lot of demand, you may be tempted to take on more work than you can handle. Don't. Yeah, money is cool and all, but delivering a poor experience and hurting your reputation is a stain that you can't wash out. Only take on customers if you're certain you can deliver the highest-quality work and experience for them. 5️⃣ Choose Your Partners Carefully Greatest decision I made in building ViralCuts was easily who I chose to partner with. Codie Sanchez and Sam Parr have been huge when it comes to: - video quality feedback - customer process - content & growth - financial fine-tuning Here's a new video to show you what ViralCuts is all about. Roll that beautiful footage! 🎥

Hunter Hammonds

106,205 Aufrufe • vor 3 Jahren

"You should spend your marketing budget where your customers are spending their time". I've said this a lot - but so many ask me, well how? How do I find that out and how do I use that information to form a solid strategy? Marketing has changed more in the last 3 years than in the last 50! So much that, I did a poll recently and it showed that 60% of marketing directors aren’t sure how to spend their marketing budget in 2023. With new platforms, changing consumer behaviour, and tighter budgets - where are you going to get your ROI? If you want to know how, I am choosing 2 senior marketers (any field) to show you what I would do with your budget. Comment a 👋 below if you are interesting in my take regarding your brand! Using Bubbles , i'll record a video for you and actually show how we put a quick fire strategy together #Marketing #Ad #SEO #PR #Digitalmarketing

Carrie Rose

16,111 Aufrufe • vor 3 Jahren

The average dunning email gets ignored. You are literally sending "please ignore me" messages to customers who owe you money. Playbooks - our workflow system for intelligent collections - is now live on the Monk platform. A system that reasons, not just reminds. We filmed a 60 second video showing you an experiment between Joe Zhou and Frank collecting $100K. Finance, biz-ops and post-sales teams should not be spending time chasing customers. Many spend 10+hrs/week doing what Joe did in this video: - context switching between tools (slack, gmail, quickbooks, google sheets) - breaking flow from deep work - sending reminders because the average dunning email is ignored But agentic collections are not enough. Every customer relationship is different. Some need white-glove treatment and others a nudge. That’s why we built playbooks, giving every business a customizable collection workflow. With playbooks you can: - create triggers and workflows specific to a customer segment (tone shift, conditions, escalations to sales/customer support) - auto-resolve AP questions with context from relevant email threads - pause automatically when product questions or upsells opportunities come up Playbooks is how you get paid while you sleep. And we do it with professionalism and empathy that your customers deserve. Heading into Q1 with a gap between signed ARR and actual cash? Watch the video. And if you want to see bloopers from Frank/Joe filming, comment “payday” + tag a teammate and we will send you bloopers from the shoot.

The average dunning email gets ignored. You are literally sending "please ignore me" messages to customers who owe you money. Playbooks - our workflow system for intelligent collections - is now live on the Monk platform. A system that reasons, not just reminds. We filmed a 60 second video showing you an experiment between Joe Zhou and Frank collecting $100K. Finance, biz-ops and post-sales teams should not be spending time chasing customers. Many spend 10+hrs/week doing what Joe did in this video: - context switching between tools (slack, gmail, quickbooks, google sheets) - breaking flow from deep work - sending reminders because the average dunning email is ignored But agentic collections are not enough. Every customer relationship is different. Some need white-glove treatment and others a nudge. That’s why we built playbooks, giving every business a customizable collection workflow. With playbooks you can: - create triggers and workflows specific to a customer segment (tone shift, conditions, escalations to sales/customer support) - auto-resolve AP questions with context from relevant email threads - pause automatically when product questions or upsells opportunities come up Playbooks is how you get paid while you sleep. And we do it with professionalism and empathy that your customers deserve. Heading into Q1 with a gap between signed ARR and actual cash? Watch the video. And if you want to see bloopers from Frank/Joe filming, comment “payday” + tag a teammate and we will send you bloopers from the shoot.

George Kurdin

1,270,242 Aufrufe • vor 9 Monaten

We are excited to announce that Tether, the largest stablecoin company in the world, is making a strategic investment of $200M into Whop, valuing us at $1.6B. Our partnership with Tether marks a major step in building the world's largest internet market. Tether is committed to enabling everyone in the world to participate in the new internet economy. The way humans work and create value is changing fast. The world needs both an open internet market giving people a platform to conduct business, as well as a transparent payments network. Tether and Whop together will work to bring a sustainable income to billions of people throughout the world. There is enormous opportunity when you combine Tether’s global scale and wallet technology with Whop’s community of next generation entrepreneurs. My co-founders and I met as teenagers on the internet selling software. We first launched Whop as a way for us to sell our own software to people in Facebook and Discord forums. Prior to Whop, the place we found customers was different from the place we collected payments, different from the place we talked to customers, and there wasn’t a central place to “do business” on the internet. In partnership with Tether, we will be scaling infrastructure in real-time for new business models as they emerge across the globe. The job is just getting started. 🚀

We are excited to announce that Tether, the largest stablecoin company in the world, is making a strategic investment of $200M into Whop, valuing us at $1.6B. Our partnership with Tether marks a major step in building the world's largest internet market. Tether is committed to enabling everyone in the world to participate in the new internet economy. The way humans work and create value is changing fast. The world needs both an open internet market giving people a platform to conduct business, as well as a transparent payments network. Tether and Whop together will work to bring a sustainable income to billions of people throughout the world. There is enormous opportunity when you combine Tether’s global scale and wallet technology with Whop’s community of next generation entrepreneurs. My co-founders and I met as teenagers on the internet selling software. We first launched Whop as a way for us to sell our own software to people in Facebook and Discord forums. Prior to Whop, the place we found customers was different from the place we collected payments, different from the place we talked to customers, and there wasn’t a central place to “do business” on the internet. In partnership with Tether, we will be scaling infrastructure in real-time for new business models as they emerge across the globe. The job is just getting started. 🚀

Steven Schwartz 🦅

1,319,078 Aufrufe • vor 6 Monaten

Larry Ellison: “When WhatsApp sold for $19B, a lot of us were shocked… until we thought about it” In 2014, Mark Zuckerberg bought WhatsApp and their 450 million MAUs for $19 billion. “A lot of us [in Silicon Valley] were shocked — until we thought about it and understood the value of having access to that many consumers,” Oracle founder Larry Ellison says in this interview that took place a few months after the acquisition closed. Ellison points out that you have to take into consideration how much traditional businesses (e.g. cable TV companies) pay to acquire customers: “This is not the place to debate how much you can get through WhatsApp — $1 per year per customer is not going to do it — but I believe there will be opportunity to sell these same customers other things as they join your ecosystem.” He continues: “There was quite a battle between Facebook and Google over that property. It wasn’t that one guy did something really silly with a lot of money. Mark Zuckerberg won an auction over Google and paid a high price but got a very valuable asset in the 21st century.” As of 2025, WhatsApp has approximately 3.1 billion MAUs globally.

Larry Ellison: “When WhatsApp sold for $19B, a lot of us were shocked… until we thought about it” In 2014, Mark Zuckerberg bought WhatsApp and their 450 million MAUs for $19 billion. “A lot of us [in Silicon Valley] were shocked — until we thought about it and understood the value of having access to that many consumers,” Oracle founder Larry Ellison says in this interview that took place a few months after the acquisition closed. Ellison points out that you have to take into consideration how much traditional businesses (e.g. cable TV companies) pay to acquire customers: “This is not the place to debate how much you can get through WhatsApp — $1 per year per customer is not going to do it — but I believe there will be opportunity to sell these same customers other things as they join your ecosystem.” He continues: “There was quite a battle between Facebook and Google over that property. It wasn’t that one guy did something really silly with a lot of money. Mark Zuckerberg won an auction over Google and paid a high price but got a very valuable asset in the 21st century.” As of 2025, WhatsApp has approximately 3.1 billion MAUs globally.

Startup Archive

600,475 Aufrufe • vor 5 Monaten

Steve Jobs explaining the NeXT team about their target customers and product distribution (1991): "For a long time, we had a very hard time figuring out exactly who our customer was. We were oscillating between two identities: were we a more powerful PC, or were we an easier-to-use workstation? Then we had a revelation: the workstation marketplace is actually two markets. There is the traditional half, science and engineering, and a new, emerging half we call the professional market. These are professionals who aren't scientists but want the power of a workstation for things like publishing, medical applications, and database-driven tasks. This professional market is growing at an incredible rate, it is expected to double this year and triple next year. We can dominate this segment. Our customers are coming from two places: 1. PC and Mac owners who realize they need more sophisticated networking and development environments. 2. Mainframe users who want to move their applications to the desktop for better user interfaces and better economics. Currently, Sun Microsystems is our major competitor with an 80% share of this segment. While Sun helps us by spending money to "educate" the market on why they need a workstation, the minute a customer makes that choice, Sun and NeXT are mortal enemies. We have three primary weapons to beat Sun: 1. Custom Applications: Every customer has one "mission-critical" app they need to write. Our development environment, NextStep, is vastly superior; it allows technical people to build these custom applications three times faster than they can on a Sun. 2. Great Productivity Apps: We have a suite of breakthrough productivity applications, like Lotus Improv, that dwarfs what is available on Sun systems. 3. Interpersonal Computing: This is the use of sophisticated networking and multimedia to improve group productivity and collaboration. While we have to educate customers on this now, within 24 months, it will be the number one reason people buy our computers. Our goal is to make it so that everyone considering a Sun system calls us. In the last 90 days, we’ve gone head-to-head with Sun 15 times and we’ve won 15 out of 15. We are going to continue to listen to our customers and refine our position to dominate this new professional workstation market."

Steve Jobs explaining the NeXT team about their target customers and product distribution (1991): "For a long time, we had a very hard time figuring out exactly who our customer was. We were oscillating between two identities: were we a more powerful PC, or were we an easier-to-use workstation? Then we had a revelation: the workstation marketplace is actually two markets. There is the traditional half, science and engineering, and a new, emerging half we call the professional market. These are professionals who aren't scientists but want the power of a workstation for things like publishing, medical applications, and database-driven tasks. This professional market is growing at an incredible rate, it is expected to double this year and triple next year. We can dominate this segment. Our customers are coming from two places: 1. PC and Mac owners who realize they need more sophisticated networking and development environments. 2. Mainframe users who want to move their applications to the desktop for better user interfaces and better economics. Currently, Sun Microsystems is our major competitor with an 80% share of this segment. While Sun helps us by spending money to "educate" the market on why they need a workstation, the minute a customer makes that choice, Sun and NeXT are mortal enemies. We have three primary weapons to beat Sun: 1. Custom Applications: Every customer has one "mission-critical" app they need to write. Our development environment, NextStep, is vastly superior; it allows technical people to build these custom applications three times faster than they can on a Sun. 2. Great Productivity Apps: We have a suite of breakthrough productivity applications, like Lotus Improv, that dwarfs what is available on Sun systems. 3. Interpersonal Computing: This is the use of sophisticated networking and multimedia to improve group productivity and collaboration. While we have to educate customers on this now, within 24 months, it will be the number one reason people buy our computers. Our goal is to make it so that everyone considering a Sun system calls us. In the last 90 days, we’ve gone head-to-head with Sun 15 times and we’ve won 15 out of 15. We are going to continue to listen to our customers and refine our position to dominate this new professional workstation market."

Founder Mode

38,704 Aufrufe • vor 5 Monaten

Every company wants to get better at making money. However, collecting cash is often as hard as selling product in the first place. We lived this problem first hand working in freight, SaaS and media. All the tools we tried had horrible customer success and long implementation times. There’s a void in what should be an ecosystem of automation. Last year we set out to build the best engineering company in the world to automate accounts receivable work. The blue-collar businesses who power the world need help collecting the money they earn in industries like manufacturing, medical devices, logistics, and distribution. We are incredibly focused every day on earning the right to fight for these too-often-ignored customers. When we met the team at a16z this summer, they felt like an extension of our team: Seema Amble, Joe Schmidt IV, and Brian Roberts immediately saw the problem and the vision we had for our business. They understood how we deliver value and help businesses thrive. We almost missed our flight back to NYC from SF finalizing the deal, and in a quick turn of events we’re now opening an office in SF. Today, we’re excited to announce that our company Stuut has raised a $29.5M Series A round led by a16z with participation from Activant Capital Khosla Ventures, 1984 Ventures, veseyventures,Valley Bank, pageonevc, Carya Ventures With this funding, we will double down on delivering value where our customers need it in the quickest time possible. We will also stay focused on winning and delivering on the outcomes we can control. The most impactful thing we can do is see our customers get promoted and their businesses scale faster.

Every company wants to get better at making money. However, collecting cash is often as hard as selling product in the first place. We lived this problem first hand working in freight, SaaS and media. All the tools we tried had horrible customer success and long implementation times. There’s a void in what should be an ecosystem of automation. Last year we set out to build the best engineering company in the world to automate accounts receivable work. The blue-collar businesses who power the world need help collecting the money they earn in industries like manufacturing, medical devices, logistics, and distribution. We are incredibly focused every day on earning the right to fight for these too-often-ignored customers. When we met the team at a16z this summer, they felt like an extension of our team: Seema Amble, Joe Schmidt IV, and Brian Roberts immediately saw the problem and the vision we had for our business. They understood how we deliver value and help businesses thrive. We almost missed our flight back to NYC from SF finalizing the deal, and in a quick turn of events we’re now opening an office in SF. Today, we’re excited to announce that our company Stuut has raised a $29.5M Series A round led by a16z with participation from Activant Capital Khosla Ventures, 1984 Ventures, veseyventures,Valley Bank, pageonevc, Carya Ventures With this funding, we will double down on delivering value where our customers need it in the quickest time possible. We will also stay focused on winning and delivering on the outcomes we can control. The most impactful thing we can do is see our customers get promoted and their businesses scale faster.

Tarek Alaruri

32,946 Aufrufe • vor 10 Monaten

Everybody is obsessed with song ads right now. They retain attention. They get cheap clicks. They can absolutely crush CPA. But cheap acquisition and great acquisition are two different things. A catchy song can drag almost anyone through an ad. Repetition, music, absurdity… it hijacks attention extremely well. Drama does it differently. Conflict. Tension. Characters. An unanswered question. You’re still getting insane retention, but now someone is staying because they’re mentally invested in what’s happening. They want to know what happens next. And that gives you something a song ad doesn’t always give you: time to build the problem, introduce the product and make someone actually understand WHY they should care. That’s where I think customer quality starts to separate. One format can be incredible at generating cheap first purchases. The other has the potential to generate customers who actually understand what they bought, why they bought it and why they should keep buying it. That distinction matters when you look past Day 1. I have zero problem going 1:1 CAC to COGS. But here’s the part people are missing: 1:1 isn’t the metric to optimize for. The lifecycle of that customer is. If you’re acquiring customers cheap but they never reorder, never subscribe, never buy another product and disappear after Day 1, you didn’t discover some magical acquisition strategy. You literally just bought revenue. If a company spends $50 acquiring a customer on a $50 product and that customer becomes worth $200, they’ll buy as many of those customers as you can give them. Finding MORE of those people is where creative matters. CPA tells you how efficiently you got someone through the door. LTV tells you whether you got the RIGHT person through the door. So when I see people calling 1:1 CAC/revenue AI song ads “the future,” I think they’re optimizing for the wrong thing. The future isn’t whoever can manufacture attention the cheapest. It’s whoever can turn attention into actual investment in the product and brand. That’s why I’m betting heavily on drama. Songs can make people stay. Drama can make people care. And I think over time, LTV is going to show just how big that difference is.

Franky Shaw

1,233,595 Aufrufe • vor 4 Tagen

I built an AI system that automates product video creation for entire e-commerce catalogs. (Saves $30K per collection shoot, increases conversion rates by 40% on sites) Here's how the automation works: → Firecrawl scrapes product photos from any e-commerce collection page → Google's Veo 3.1 generates professional model videos showing fit and movement → Each animation starts and ends with the original photo for seamless looping → Videos are automatically organized and stored in Google Drive → Everything processes in batches while you handle other business priorities This system can transform how fashion companies showcase products and consistently drives higher engagement from potential customers. Static product photos just don't cut it anymore. Customers want to see how clothes actually fit and move before they buy. Want the complete blueprint? Here are the steps: 1. Like & RT this post ✅ 2. Follow me for more e-commerce automation insights 3. Comment "FIT" I'll send you the entire n8n workflow, all the prompts, and a full setup video for free. No more expensive video shoots or wondering if your product photos are converting.

I built an AI system that automates product video creation for entire e-commerce catalogs. (Saves $30K per collection shoot, increases conversion rates by 40% on sites) Here's how the automation works: → Firecrawl scrapes product photos from any e-commerce collection page → Google's Veo 3.1 generates professional model videos showing fit and movement → Each animation starts and ends with the original photo for seamless looping → Videos are automatically organized and stored in Google Drive → Everything processes in batches while you handle other business priorities This system can transform how fashion companies showcase products and consistently drives higher engagement from potential customers. Static product photos just don't cut it anymore. Customers want to see how clothes actually fit and move before they buy. Want the complete blueprint? Here are the steps: 1. Like & RT this post ✅ 2. Follow me for more e-commerce automation insights 3. Comment "FIT" I'll send you the entire n8n workflow, all the prompts, and a full setup video for free. No more expensive video shoots or wondering if your product photos are converting.

David Roberts

748,576 Aufrufe • vor 11 Monaten