agreeing on a scale of return, therefore, not an exact return.

I argue that personalisation doesn’t need a new definition. It is more of a construct like leadership or entrepreneurship.

When there are multiple AB tests designed to attribute one single programme, you get what Stephen Pavlovich, CEO Conversion.com,7 calls “Fuzz”. “I’d be hesitant on grouping together multiple experiments and adding up the impact,” Pavlovich said.

we passed the year of personalisation within the hype cycle, and we’re in the times of deflated expectations, and now we’re going back up again to the plateau of productivity.” Ton Wesseling,

to purely associate a financial gain to all executions brings a fear; that brands will create executions designed for themselves, their bottom line, and not the customer.

“These are never all purely additive, so you need to either take a series of haircuts or use hold out to get cleaner read on the true incremental.” Alex Williams, Head of Growth & Personalisation, M&

The only way to make personalisation work for brands is for them to understand the purpose behind their desire to personalise in the first place.

The trick is to manage expectations, not fight them. Or, as I call it: Appreciate, Align and Agree

The varying differences in responses I received to a very simple question – “What is personalisation?” – not only highlighted that the vast majority didn’t know, but that their answers seemed to stem from nothing more than pre-conceptions and bias.