Still no con­sen­sus

Mar­ket­ing are at an ac­cept­able level.

Finweek English Edition - - ADVERTISING & MARKETING -

IF YOU THOUGHT the cre­ativ­ity ver­sus ef­fec­tive­ness ar­gu­ment was a t hing of t he past, t hink again.

There’s wide­spread ac­cep­tance that brand mar­ket­ing should play a big­ger role in the eco­nomic and so­cial de­vel­op­ment of the coun­try, but they are not in­vest­ing enough in ini­tia­tives that sus­tain the fu­ture of the planet. There’s a strong feel­ing that brand mar­ket­ing is not taken se­ri­ously enough in the board­room. This is a view that two-thirds of brand own­ers agree with. This should be of great con­cern. HOW CAN BRAND MAR­KET­ING EARN RE­SPECT? “First and fore­most,” s a y s Ye l l o - wood’s David Bly th, “it should un­der­stand its role in r e l a t i on to t he busi ness s t r ateg y. And brand mar­ket­ing should en­sure that all ac­tiv­i­ties are clearly linked to busi­ness ob­jec­tives and should show how they con­trib­ute to over­all strate­gic in­tent.”

A lack of thought lead­ers, a short­age of skills (rated “un­ac­cept­ably low”) and ad­e­quate strateg y-led ad­vice have a neg­a­tive im­pact on how brand mar­ket­ing is viewed. Brand mar­ket­ing doesn’t have the in­flu­ence it should at the top level of or­gan­i­sa­tions. To achieve this, we need to be able to demon­strate sub­stan­tial con­tri­bu­tion t o busi nes s resu lts, be seen as t he providers of fu­ture busi­ness lead­er­ship and the cu ra­tors of the busi­nesses’ most v a l uable as­sets – their brands.

David Blyth

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