Jordan Bratter

Father, Husband, Marketing Leader, Scotch Lover, tech enthusiast. Working to understand this complex thing we use on a daily basis. Thoughts are my own.

[Jordan Bratter @jsbratter]

Right now, there is a growing use of AI to interpret shopping behavior in real time. Most people associate AI in commerce with automation or customer service, but I think the bigger opportunity is actually in pattern recognition.

Retailers now have the ability to analyze purchasing behavior, basket composition, timing, pricing sensitivity, and product relationships at a scale that would have been extremely difficult to manage manually just a few years ago. That creates interesting possibilities around personalization by understanding how consumers make decisions while they’re actively shopping.

At JSB Media, we spend a significant amount of time focused on research and behavioral data because consumer behavior tends to reveal opportunities long before they become obvious in performance metrics alone.

What AI is doing now is accelerating the interpretation layer of that process. https://t.co/NOcs2Mhx3R

[Jordan Bratter @jsbratter]

One of the more overlooked advantages of working with an indie agency is the level of continuity throughout the relationship.

For a long time, larger agencies have operated with a fairly common structure. Senior leadership handles the pitch process and then much of the day-to-day execution gets passed down internally. In many cases, the people who originally sold the vision are not closely involved once the engagement begins.

At smaller independent agencies, the people involved in early conversations are often the same people building the strategy, writing the copy, managing campaigns, and interpreting performance data. That creates a much tighter connection between planning and execution. From a client perspective, that alignment means communication is direct and strategy becomes more adaptable.

I think this is part of the reason many challenger brands are increasingly leaning toward indie partners. It's a level of operational involvement that’s difficult to replicate in larger systems.

[Jordan Bratter @jsbratter]

One of the more interesting headlines in sports marketing right now is how platforms are starting to reframe what coverage actually means. TikTok and FIFA’s decision to bring on 30 creator correspondents for the World Cup is a good example of this.

Instead of relying solely on traditional broadcast narratives, they’re effectively distributing storytelling across a global network of creators who each bring a different cultural lens to the same event. A culturally diverse group of creators means the tournament is being documented as a sporting event, but also as a travel experience and a lens into the host country itself.

From a tourism marketing perspective, this is a strong move. It naturally extends the reach of the World Cup beyond stadiums and matches into cities and everyday moments that would otherwise not be captured by traditional sports coverage.

In other words, the event becomes a distributed discovery engine for the United States as a destination. https://t.co/CD3JiCNHCk

[Jordan Bratter @jsbratter]

Marketing is often discussed as a function within a business. In practice, it’s closer to a system that determines how effectively a business can move in the market. From a CEO perspective, we must focus on whether our marketing improves our ability to achieve business outcomes.

Marketing influences how demand is created and how efficiently a company can enter or expand within a category. In that sense, it’s one of the primary ways strategy is made visible in the market.

A lot of marketing discourse happens in a vacuum, focused on creative output or platform performance without tying it back to the underlying business objective. But creative and media decisions only matter if they move the organization closer to what it needs to achieve, whatever that looks like for each individual business.

Marketing is not the end product... It's just another mechanism for compounding business performance over time.

[Jordan Bratter @jsbratter]

As businesses become more cautious with spending, there’s a larger emphasis on operational efficiency and measurable outcomes. Leadership teams are taking a closer look at where resources are being allocated and what those investments are actually producing.

That's a challenge for marketers because expectations around revenue contribution continue to increase, while measurement visibility is often still incomplete. The pressure to connect marketing efforts to business performance is becoming much more immediate.

Because of that, I think marketers need to approach strategy through a stronger business lens moving forward. Marketing is becoming more about proving business impact. https://t.co/HCu81TOhYA

[Jordan Bratter @jsbratter]

One shift we’ve continued to see over the last few years is brands becoming more intentional about the types of agency relationships they want to build.

For a long time, larger agencies carried a certain level of perceived security, but many brands are starting to prioritize flexibility and collaboration by working with independent agencies. For many, the relationship feels more like a partnership than a traditional client-vendor structure. There’s often more room for conversation and creative involvement throughout the process.

I think a lot of founders and internal teams are realizing that creative freedom can be a huge advantage when paired with the right direction. Smaller agencies understand that dynamic well because we’ve built our business around adaptability ourselves. We know the value of moving quickly.

[Jordan Bratter @jsbratter]

With discussions around airline costs and accessibility, many consumers are more selective about where and how often they travel. In some cases, it’s creating hesitation around larger international trips altogether.

At the same time, I think there’s a major opportunity emerging for domestic travel and destination marketing within the U.S. There are countless cities and regional destinations that people still know very little about. A lot of these places already have the experiences travelers are looking for.

The challenge is visibility and positioning. There’s a strong opportunity for regional tourism brands that know how to tell that story effectively. https://t.co/cprAiknY5w

[Jordan Bratter @jsbratter]

One of the more common challenges we see with smaller CPG brands is identity.

Early on, what makes a brand work is usually very clear. As the brand starts to grow, new opportunities begin to show up. Chasing every prospect can feel like progress, but can often be where things start to drift. Saying yes to everything can slowly dilute what made the brand resonate in the first place. Over time, it becomes harder for consumers to understand what the brand actually stands for.

From our perspective at JSB Media, a big part of building a challenger brand is knowing what not to do. It can mean growing at a pace that feels slower, but more intentional. It’s not always the easiest path, but that discipline is what allows a brand to sustain relevance over time. https://t.co/GzVvpMMgGq

[Jordan Bratter @jsbratter]

Being an independent agency, I can tell you that there’s less separation between strategy and execution, which makes it easier to respond to what’s actually happening in real time.

For us, real-time performance data is something we actively use to shape decisions on an ongoing basis. Creative, targeting, and spend allocation; all of it can be adjusted with a shorter feedback loop than a larger marketing company.

At JSB Media, this is a big part of how we operate. We’ve built our process around prioritizing performance and using that visibility to make informed adjustments as quickly as possible. In many cases, that’s where our competitiveness comes from.

[Jordan Bratter @jsbratter]

When I started JSB Media, I don’t think I fully understood what it would take to get it to where it is today. Building something from the ground up gives you a different perspective on growth. It’s rarely linear, and it almost always comes down to the people around you.

We’ve been fortunate to work with partners who trust us to work alongside them. Internally, we’ve built a team that genuinely cares about the outcomes we’re making.

Small businesses are often defined by constraints, but I’ve come to see that as an advantage. Grateful for everyone who has been part of the process so far. Happy National Small Business Day!

[Jordan Bratter @jsbratter]

Big global events always create a surge in attention, but the actual impact on tourism can be less predictable.

The upcoming World Cup is still a toss-up on whether it'll deliver on bringing back international tourism.

On one hand, there’s a clear opportunity for international visibility. On the other, rising travel costs and broader economic conditions all play a role in whether that interest converts into actual visitation.

From a marketing standpoint, it’ll be interesting to see which destinations actively build campaigns around capturing that demand. I'm curious... Do you see this as a major lift for tourism overall?

Full story: https://t.co/l12DRGq5i1

[Jordan Bratter @jsbratter]

One of the things I’ve come to really love about JSB Media is how much creative influences everything we do.

At JSB, we work across every part of the marketing process, but creative is the piece that brings it all together. It’s what people actually see and remember.

Part of that has become more obvious as AI continues to lower the barrier to entry in marketing. That said, accessibility doesn’t necessarily translate to effectiveness. What still separates strong performance from average results is the quality of the creative itself and how clearly it communicates the value of the brand.

Over time, I think creative becomes one of the clearest indicators of an agency’s expertise. It reflects the depth of understanding and passion behind the work.

[Jordan Bratter @jsbratter]

Destination marketing is starting to reflect a broader shift in consumer behavior, particularly in sectors that have historically relied on a single use case. Ski resorts are a good example of this.

For a long time, the focus has been centered around the sport. The rugged conditions still appeal to many, but it’s becoming less representative of how a growing portion of people actually want to experience these destinations. There’s a growing population that’s looking for something more casual and cozy.

If we look at how ski resorts are adapting, many are repositioning their marketing around the broader experience. That includes the atmosphere and the idea of a winter escape. Content shifts from high-performance skiing to more approachable moments. https://t.co/Ywm5Em6koo

[Jordan Bratter @jsbratter]

Loyalty is one of those concepts in hospitality that everyone knows is important, but not every brand fully understands how to build.

In travel especially, the economics depend on repeat customers and referrals. The goal is to create something strong enough that people come back and actively recommend it to others. Part of the challenge is that a lot of hospitality marketing still relies on universal messaging. It’s designed to appeal to broad audiences, which made sense when personalization at scale wasn’t realistic.

But with AI tools, it’s becoming much more feasible to deliver messaging that feels tailored to specific behaviors and past experiences without sacrificing efficiency. This opens the door to a more direct connection between the brand and the customer. https://t.co/oyMBlWWF6V

[Jordan Bratter @jsbratter]

Every generation tends to have a unique connection with brands and how they want to shop retail.

For a while, the focus was heavily on digital platforms. With Gen Z in particular, discovery and purchasing behavior shifted toward social platforms in a way that changed how many brands approached growth. I think it's interesting to see that with Gen Alpha, they are putting a larger emphasis on in-store shopping. There’s still a strong digital influence, but we're definitely seeing a renewed interest in physical retail that was largely absent with Gen Z. In-store experiences are becoming part of how younger consumers discover brands.

It raises fairly fundamental questions for challenger brands, in particular, to consider. How does the product look on the shelf? Does the packaging actually reflect the identity? Are there opportunities to create experiences in-store that make the product feel more tangible? If in-store becomes a primary touchpoint again, it needs to be approached with the same level of intention as online retail. https://t.co/vCt5TL2BIa

[Jordan Bratter @jsbratter]

Got to spend a few days in D.C. last week with the 4As and a group of independent agency owners, and it was just what the doctor ordered. I came back feeling recharged and ready to take on the rest of the year.

The past few weeks haven’t all gone our way... A few new business opportunities fell short, and we ran into some delays on an internal project we're excited to roll out.

I admittedly came into the trip not feeling my best. But getting in a room with other operators, hearing how they’re thinking about the same challenges, and having real conversations about what’s working and what’s not was a much-needed reset.

In this work, it’s so easy to get buried in your own world and think your situation is unique. These conversations are a helpful reality check that you're in fact not the only one figuring it out. Everyone is working through something, you just don't always see it.

I left DC with a clearer head and a bit more motivation to dive back in and keep going for it.

Huge thanks to Andy Goldsmith and the 4As for leading the forum. And great spending time with Thomas Mooney, Jacquie Maggio, Jeanine Debar, Sam Przywojski, Jessica Van Sack, Ben Applebaum, and Amy Ward. Always good to get the gang back together.

Back at it this week, starting with a few days at POSSIBLE. Cheers!

[Jordan Bratter @jsbratter]

Retail media has seen a steady rise over the past few years, and a big part of that change is creator-led content. Major retailers are trying to make their media feel more native and less like traditional advertising.

Creators help introduce a more human layer into what would otherwise be a fairly transactional experience. At the same time, there’s an interesting contrast when you step back and look at it more critically. You have large, highly structured retail organizations adopting formats that are inherently more personal. It doesn't always feel like the partnership is cohesive.

That's why I believe challenger brands benefit from this dynamic. There’s a natural consistency between how they position themselves and how creators communicate. Instead of feeling like a layer added on top, the two approaches reinforce each other. https://t.co/KB2CG3k4Fu

[Jordan Bratter @jsbratter]

Travel marketing has always relied heavily on aspiration, but with younger audiences, that's starting to change. Gen Z still wants aspirational experiences, but they just tend to filter those experiences through a more realistic lens.

There’s a clear preference for authenticity in how destinations are presented. Overly polished creative can still capture attention, but it doesn’t always build trust in the way that creates results. What we’ve seen is that this audience responds more to content that feels accessible.

At the same time, a lot of discovery is happening while they’re scrolling through platforms like TikTok. On one hand, they’re consuming a high volume of content. On the other hand, they’re actively looking for something that feels like a break from that cycle. Travel naturally fits into that mindset.

At JSB Media, we spend a lot of time thinking about how to close that gap between aspiration and accessibility, especially for categories like travel, where the emotional payoff is so central to the decision. https://t.co/d7WyabUOcu

[Jordan Bratter @jsbratter]

Market research is one of those areas that almost everyone agrees is important, but is often underutilized in practice.

Part of that is due to the effort involved. It takes a lot of resources to gather data and turn it into something useable. We’ve taken a different approach at JSB Media.

Our onboarding process is heavily focused on research. That includes publicly available data and paid tools that helps us understand both the market and the competitive landscape. We’ve invested significantly in research because we’ve seen how much it impacts the success of our clients.

In many cases, it allows us to identify opportunities that aren’t immediately obvious. That said, one of the more interesting conversations right now is how AI can support this process by speeding up the collection and organization of data.

There’s a lot of manual effort in research that can be streamlined. It'll allow us to spend more time interpreting the data instead of gathering it. Personally, this is an exciting prospect because this research is often the difference between campaigns that perform in the short term and strategies that sustain growth over time. https://t.co/HoFUU0xJfV

[Jordan Bratter @jsbratter]

One of the realities of running an independent agency is that specialization only gets you so far.

To stay competitive, you have to be a bit of everything. For us, that means working across the full spectrum of digital strategy, from paid search to mobile marketing and everything in between. It’s a requirement for any agency that wants to attract clients and retain existing ones.

We don't have the luxury of handing work off to another department. The team has to understand how all the pieces connect and be able to execute across them. Over time, you start to see how decisions in one area impact performance in another and how to build strategies that are actually cohesive.