Brands drive attention and income off awareness, but they derive their real value from their ability to shift and sustain longer term sentiment.
Every marketer is haunted by fear of missing out. As trends are identified and balloon, the decision to ignore or capitalise becomes more urgent. How do you decide what to pay attention to and what do you let pass you by?
Recent conversations have served as a reminder that not all senior leaders regard brands as something they should be involved with. If you’re struggling to get your senior team to put important brand matters on the executive agenda, here’s some reminders by way of making the case for greater consideration.
There’s some evidence to suggest that brands globally can expect to have shorter and shorter half lives. But do the same dynamics apply to digitally-based brands that have applied to the brands that were built “physically” in the past?
Ever since the GFC, global markets seem to have become more volatile. Oil prices rise and crash; China’s growth soars and slides. When market dynamics are this dramatic, how should you look to effectively develop a longer term plan for a business in a world of spontaneity? Do you go with the ebb and flow, or act as a beacon of constancy?