Alexys Ruiz Coronel, head of Entertainment and Telecommunications for Amazon Advertising, hosted a panel on Variety‘s Entertainment Marketing Summit, presented by Deloitte. She spoke to marketing leaders Seth Goren from Discovery Plus and Domenic DiMeglio from Paramount Plus about the strategies they used while launching their streaming services earlier this year.

Goren, who serves as the group senior vice president of media strategy and analytics at Discovery Inc, played a critical role in launching Discovery Plus in the U.S. on January 4. Aggregating more than 16 different networks and 55,000 pieces of non-fiction content, Goren said marketing the streaming service to consumers presented a complex messaging challenge.

“We’ve got to explain to consumers, Discovery is more than just Discovery Channel,” Goren said. “It’s HGTV, it’s Food, it’s TLC, it’s ID, which very few people know.”

Having no playbook to draw upon, Goren said the key for success was ensuring that his team had full visibility into every decision relating to key performance indicators such as free trials.

“I think the ability to make a choice based on the data we had and then learn in real-time and gain visibility, drive optimizations, listen to the data has been a real part of the secret sauce so far,” Goren said.

DiMeglio, the executive vice president, head of operations and chief marketing officer at ViacomCBS Digital, said one of the biggest decisions his company had to make while establishing their new streaming service was choosing whether they would stick with CBS All Access or rebrand. After coming to a verdict on the ladder, DiMeglio’s marketing team had to figure out how all of Paramount’s brands fit together. He said they realized all of Paramount’s content had an authentic connection with their audiences and that there was a piece of content for every person to enjoy.

“In a way, we felt like there could be a unifying theme across all of the brands in terms of how the content spoke to the audiences and connected with them,” DiMeglio said.

The final step was packaging Paramount’s strong entertainment brand and combining it with elements of sports, entertainment and news.

“We feel lucky that we were able to develop an ownable consumer value proposition, live sports, breaking news and a mountain of entertainment,” DiMeglio said.

Paramount Plus launched on March 4 within a crowded landscape in terms of the wide array of streaming platforms and available content. Heavily competing against Netflix and HBO Max from day one, DiMeglio said providing content that will resonate with audiences is the way their service will break through the market.

Goren added to this by mentioning subscription fatigue, a topic that he believes shows up more in social media sentiment than in actual behavioral data. He described Discovery Plus as a great companion service that provides content to consumers that they can’t get anywhere else.

“We own the food category, we own the home category, we own the relationships category,” Goren said. “We’re also priced very competitively. We always believed there was white space for us, and that we were providing a genuine consumer value. I think the content library is table stakes. It’s not a value proposition. It’s something that has to be there in order for consumers to see value, but it’s not the thing that’s going to push them over the edge.”

Watch the full conversation above.