I spend a lot of time with marketing leaders who, on paper, are doing personalization right. With experienced staff, robust data sets, and strategic campaigns, they should be influencing profitable growth.
Instead, they’re seeing wasted marketing spend, minimal momentum, and disjointed customer experiences. They may be personalizing, but it’s lacking relevance.
Relevance means the message, design, and channel not only make technical sense, but they actually “land” with the target audience.
The precision gap
The core difference between personalization and relevance is the question they answer: Personalization is the result of solving for “Who is this person?” Relevance forces marketers to ask themselves a tougher one: “What should we do right now? And what happens if we don’t?”
This is where I’m seeing many brands struggling. They often send more messages—or focus on further refining their segments—in an attempt to improve outcomes. But it doesn’t work.
The real solution requires a connected system that combines identity, customer behavior, and business signals. This foundation and context allow marketers to see intent early, decide what will be effective in that moment, and act before that window of opportunity closes.
What relevance actually requires
Peeling back marketing buzzwords, the core of relevance is:
1. Who are you talking to? Brands need a clear and consistent understanding of who their audience is. I’m not talking about basic personas or segments, but strong identity resolution. If your customer data is fragmented across different databases and platforms, the experience will fracture.
For example, the dreaded email promoting running shoes that the customer already bought. This often happens because browsing, purchase, and loyalty data are disconnected. It may feel like a technology problem internally, but externally, it feels like an irrelevant and frustrating experience.
2. What matters most? Signals are highly valuable for relevant marketing, but not every click, scroll, search, or site visit implies intent. Brands need to parse the signals to separate meaningful actions from low-value activity.
For example, a customer who clicks on one winter coat in October has much different intent than someone who reviews sizing guides, checks inventory on different styles, colors, and brands, and adds one to their cart. Distinguishing between passive interest and purchase intent (and being able to respond accordingly), is the key to success.
3. What do you do next? Brands have to be able to act on high-intent signals quickly. Even the strongest signals lose value if they sit in dashboards or require human hours to identify. Timing is an important part of the relevance conversation, and the window of influence is much smaller than anticipated.
