Great and structured overview. It seems that marketing executives are increasingly aware of the need for a better balance between performance and brand. But the culture of chasing urgencies makes it easy to sign off on performance budgets while brand investments go through longer approval processes. What do the companies that get it right and follow your recommendations have in common?
Mark Ritson talks of bothism, so companies that focus on both long term brand building and short term volume driven activation. The commonality is their ability to think strategically and understand the relationship between the two dimensions. In my experience, a lot of family businesses keep a good balance because they are naturally extending a legacy (long-term focus) but at the same time understand that current performance is king (results drive cash, cash fuels the ability to build the legacy)
Great and structured overview. It seems that marketing executives are increasingly aware of the need for a better balance between performance and brand. But the culture of chasing urgencies makes it easy to sign off on performance budgets while brand investments go through longer approval processes. What do the companies that get it right and follow your recommendations have in common?
Mark Ritson talks of bothism, so companies that focus on both long term brand building and short term volume driven activation. The commonality is their ability to think strategically and understand the relationship between the two dimensions. In my experience, a lot of family businesses keep a good balance because they are naturally extending a legacy (long-term focus) but at the same time understand that current performance is king (results drive cash, cash fuels the ability to build the legacy)