品牌和需求-營(yíng)銷(xiāo)的偉大愛(ài)情故事

Brand&Demand

MARKETING’SGREATLOVESTORY

ARELATIONSHIPGUIDE

Prophet’slatestresearchexploreshow

high-performingmarketerscreatevalueby

integratingbrandbuildinganddemandgeneration.

AGLOBALRESEARCHREPORT

PROPHETBRANDANDDEMANDMARKETINGREPORT·2

TheBrand

andDemandLoveStory

Formorethanadecade,marketingleadersacrossindustrieshavebeenseekingtherightbalanceofbrandbuildinganddemandgeneration.Theriseofdigitalmarketingandtheresultingabilitytotrackresultsmoreeffectivelyproducedtensionbetweenlonger-termbrandvalueandshorter-termresults.

ChiefMarketingOfficers(CMOs)havebeen

perceivedasprioritizingbrandbuildingactivities

whileChiefFinancialOfficers(CFOs)haveprioritizeddemandgenerationactivities.

Withmarketersunderintensepressuretoquantifytheirvaluetothebusiness,it’snowonderdemandgeneration—alsoreferredtoas“performance

marketing”—dominatestheconversation.

ButresearchundertakenbyProphetin2022demonstratedthatputtingbrandagainst

demandlimitsmarketing’simpact.Instead

wethinkofthemastwoequalpartnersthat

togetherformoneheartofmarketing.In2024,newresearchshowedthatorganizationsthatadoptanintegratedapproacharemorelikelytodriveoutstandingbusinessresults.

That’swhywethinkofthe

relationshipbetweenbrandanddemandasalovestory.

Organizationsthatconsistentlyoutperformcompetitionconnectbrandanddemand

3x

MORELIKELYTOBEFULLYINTEGRATED*

*39%vs12%.

90%ofwinningorganizationsarefullyorsomewhatintegrated

Pleaseseep10fordefinitionofwhatitmeanstobeintegratedandp5forthechoose-useloopthatsitsatthecenterofthepractice

BRANDANDDEMANDMARKETINGREPORT·3

Ourlatestresearchgoesfurther.

Thisstudydemonstratesthatformany

thediscussionisfocusedonresource

allocation;inotherwords,howmuch

shouldIspendagainsteach?Thishas

resultedinastrongswingtowardsdemandbasedspendingsince2022.Butcrucially,wefoundthereisnodifferenceinthe

spendingpatternsbetweenthosethatoutperformtheircompetitionandthosethatdon’t.

Instead,wefoundthatwinningbusinesseslookbeyonddiscussionsaboutbudgets.Theyhavebothamindsetofintegrationandorganizationtoconnectbrandand

demand.ItshowsthatCMOswhodeliveroutsizedgrowtharetheoneswhoare

willingtodotheworktomakethelovestoryareality.

Wecallthis:TheBrandandDemandRelationshipGuide.

BRANDANDDEMANDMARKETINGREPORT·4

TheheartofthemarketinglovestoryBrandanddemandworkingtogethertodeliverboth

immediateandsustainedoutcomes

DEMANDOBJECTIVE

ChangingBehaviors

BRANDOBJECTIVE

ChangingPerception

?Prioritizesimmediateoutcomes

?Identifiescurrentgrowthaudiencesandensuresvaluepropositionsarebasedoncurrentmarket+businessneeds

?Buildsaddressable,findableaudiences

?Prioritizessustainedperformance

?Buildsbrandrelevance:cohesiveovertimeandacrosschannels;differentiatedandownable

?Ensuressustainedrelationshipsthatgobeyondrationaldemand,andenableslong-term

premiumpricing

?Attractsinterestofnewaudiences,makesadvocatesoutofbrandlovers

?Acceleratescustomersalongtheirjourneyandnudgesthemtonextbestaction,

movingtoconversionandusage

Integrationmeansbuilding

anorganizationandways

ofworkingsothatbrand

anddemandhavearoleto

playateverypointacrossa

connectedcustomerjourney.

Manyorganizationssilotheirthinkingsothatbrandis“upperfunnel”anddemandis“l(fā)owerfunnel.”

Wethinkaboutthisdifferently.Brandanddemandneedtoworktogetherateverytouchpoint,althoughtheremaybeaprimaryorsecondaryroleofeach.

Brandrelevanceandproductvalue

proposition(s)shouldseamlesslyworktogetherthroughoutthecustomer

journeytodeliveragainstthe

emotionalanddemand-basedneedsofaddressablegrowthaudiences.

BRANDANDDEMANDMARKETINGREPORT·5

Bd

Db

INTEGRATEDCUSTOMERJOURNEYSFORMTHECANVASFORBRANDANDDEMANDINTEGRATION

Brand-led;DemandSecondaryBenefit

Demand-led;BrandSecondaryBenefit

BRANDBUILDINGLEADS

Createthestrongestpossiblelong-termrelationshipbetweenacompany’sbrandsandall

possiblecustomers

DEMANDMARKETINGLEADS

Helpcustomersandconsumers

understandhowtoutilizeproductsandservicesfully,keepingbrand

voiceandpromisefrontandcenter

Bd

EXPLORE

LOYALTY

Db

CHOOSEUSE

DECIDE

Db

Db

Db

Bd

INTEGRATED

Targeting

findable

growth

audiences

withthemostbrandand

productvaluepropositionsfortheir

currentneeds

ONBOARDING

CONSIDER

ADVOCACY

INTEGRATED

Usageas

theultimate

expressionofbrandpromise,alongwith

ongoingeffortstogenerate,

trackand

amplifyhigh

satisfactionandbrandaffinity

DEMANDMARKETINGLEADS

Nudgingtowardsconversionwithownedandthirdpartychannelsandexperiences,highlytargetedanddataled–butalwayswithacohesivebrandstory

ADVOCACY

Makeevangelistsandsellersoutofengaged,happycustomers

ATAGLANCE

TheBrand

andDemandRelationshipGuide

Sixkeyactionsthat

winningbrandanddemandintegratorshaveincommon

8

01

Instrongrelationships,partnerssharethe

samedreams

ENSURINGBRANDANDDEMANDTEAMSSHARESTRATEGYANDFOCUSON

BUSINESSOUTCOMES

02

Connectioncomesfromasharedworld-view

UNITEDBYAPASSIONFORDELIVERINGAGAINSTCUSTOMERNEEDS

03

Thrivingcouplesembraceandcelebratedifferences

INTEGRATIONISNOTABOUTCOMPROMISE,BUTABOUTBEINGGREATATBOTH,ANDCOMBININGCREATIVITYANDLOGICTOGETTHERE

BRANDANDDEMANDMARKETINGREPORT·6

04

Forbetterorworse,love

mustadaptforchange

THEBESTORGANIZATIONSKNOWITWON’T

BEEASY–THEYEXPECTTOFAILSOMETIMES

BUTENJOYTHERIDE

05

Happilyeverafter,takesintentionality

THINKINGLONGANDSHORT-TERMATTHESAMETIMEWITHMEASUREMENTSYSTEMSTHATTRACKBOTH

06

Flourishingmeans

extendedfamilyharmony

MARKETERSAREINSIDEOF,ANDPARTOF,

ORGANIZATIONECOSYSTEMSWORKING

CLOSELYWITHCEOS,CFOS,CTOSANDSALES

BRANDANDDEMANDMARKETINGREPORT·7

01INTRODUCTION

02

METHODOLOGY

03

SIXWAYSTOINTEGRATEBRANDANDDEMAND

04

CONCLUSION

05CONTACTUS

Tableof

Contents

BRANDANDDEMANDMARKETINGREPORT·8

MARKETERSBELIEVEINLOVE

Becausethatapproachcanleadto

itsownsetoflimitations,we’vedone

additionalresearch,whichhasshownquiteconvincinglythatunleashingthefullpowerofbrand-demandlovetakesmore.

Itmeansbigambitionsandcommongoals,mutualrespect,long-termcommitment

nomatterwhatlifethrowsatyouand,of

course,managingthecomplexecosystemofrelationshipsthatexistaroundeverycouple.

Thisreportisthesummaryofresearch

undertakenin2024.Itisafollowuptosimilar

researchthatweconductedin2022thatshowedthecrucialnatureoftherelationshipbetween

brandanddemandmarketing.Wediscovered

thattheyshouldn’tbethoughtofasopposite

Introduction

endsofaspectrum,butratherasapower

couplewhoachievemoretogether.Sincethen,thediscourseonthesubjecthasexpanded

andevolved,withmarketersacrosstheboard

contributingtheirperspectiveontheimportanceofbalanceandconnectivity.

Inthisguide,wetalkthroughourlatest

researchfindings,sharingwhatthemost

successfulbrand-demandintegratorsdo

andhowtheybehave.(Spoileralert:there’smuchmoretoitthanhowtheyspendtheirmarketingdollars.)Wealsolayoutadviceforhowmarketerscanensurethatbrandand

demandlivehappilyeverafter.Atleastfortheforeseeablefuture.

Thegoodnewsisthatmarketersbelieveinlove;theyknowthatacarefulbalancebetweenbrandanddemandisimportant.

Thelessgoodnews:formanymarketing

organizations,thelovegoesnofurtherthandividingspendbetweenupperandlower

funnelactivities.

PROPHETBRANDANDDEMANDMARKETINGREPORT·9

AboutourResearch

ProphetengagedCMOsandsenior

marketingleaderstoreassessthe

valueofintegratedmarketing,trackitsimpactonperformance,andidentifytheleadingapproaches,capabilitiesandfocalpointsoftopperformers.

Theresearchspannedquantitativeandqualitativedimensionsinpartnershipwithindustrythoughtleaders,

includingWARCandtheAssociationofNationalAdvertisers(ANA).

Morethan300seniormarketing

leadersinNorthAmericacompleted

anonlinesurvey,andwespokewith

morethan30ofthemindividuallyto

hearmoreabouttheirexperiencesandinsights,supplementedwithadditionalconversationsinglobalmarkets.The

researchsampleincludedalmostexact

proportionsofbusiness-to-business

(B2B)andbusiness-to-consumer(B2C)organizations.

$10Million

60%hadannualmarketingandadvertisingbudgetsofatleast$10M.

88%

ofsurveyparticipants

wereresponsibleforbrandbuildingattheirorganization.

76%

ofsurveyparticipantswere

responsiblefordemand

generationattheirorganization.

BRANDANDDEMANDMARKETINGREPORT·10

DefiningourTerms

BRANDMARKETING

Typicallydescribeslong-termeffortstodriveawarenessofandpreferenceforacompany,productorservice.

DEMANDMARKETING

Seekstoidentifytherightgrowthaudiencesforrightnow,nudgingthem

towardspurchaseandenablingthemtotakesometangibleactionimmediately(e.g.,clickonanoffer,signup).

LEADINGMARKETERS

Top-quartilemarketingorganizations,basedonourresearch,withsignificantlyhigherbusinessperformanceandmoreextensivebrand-demandintegration.Thiscohortisalsonotablefor:

?Makinggreatercontributionstothestrategicdecision-makingprocess

?Maintainingstrong,collaborativerelationshipswithinternalandexternalpartners

?Increasingbudgetsinthepast12monthsand/orinthenext12months

INTEGRATEDBRANDANDDEMAND

Bothamindsetandapractice.Brandanddemandarenotthoughtofasseparatedisciplines,butasworkingtogethertoamplifyeachother.Everytouchpointhasanelementofbrandandanelementofdrivingshort-termperformance,and

marketingteamsaresetuptobehardwiredtoconnectthetwo.

PROPHETBRANDANDDEMANDMARKETINGREPORT·11

Whilemostseniormarketersnowrecognizetheneedforintegratedcapabilities,

questionspersistaboutthebestwaytobuildthebrand-demandrelationship.Ourresearchseekstoprovidethoseanswers.Specifically,wewantedtoknowhowmarketingleadersinstillbrand-demandsynergyintobudgetingandinvestmentdecisions,everyday

operations,theorganizationalculture,andbothinternalandexternalpartnerships.

PROPHETBRANDANDDEMANDMARKETINGREPORT·12

Moneydoesn’tbuylove.

Theconversationaroundbrandanddemandneedstomovebeyondbudgeting

SPENDINGPATTERNSAREEVENLYSPLITACROSSBRANDANDDEMAND

Oursurveyfindingsconfirmthatdespitethe

increasingpressureforshort-termresultsoverthelastfewyears,mostmarketersstillbelieveinbrand-demandlove.FewCMOsarechoosingeitherbrandordemandattheexclusionoftheother,butratherworkcontinuouslytorefineandrecalibratethe

balanceinlinewithbusinessneeds.

Infact,CMOsareallocatingthesameamount

oftheirresources(roughlyathird)tointegrated

activitiesastheyaretobrandanddemand

individually.Integratedactivitiestypicallyinclude

holisticfull-funnelcampaignsdesignedtobothbuildawarenessanddriveimmediateaction.

BUDGETDISTRIBUTIONISNOTLINKEDTOBETTEROUTCOMES

Whatdidsurpriseuswasthattherewasno

differenceinthereporteddistributionofspendbetweenthosethatoverperformedcompetitionvs.thosethatdidnot.Acrosstheboardspendwasroughlyonethirdforbrand,demandand

integratedactivities.

Theonlydifferencewenotedwasadirectional,butnotsignificant,preferenceinhowleadingmarketersprioritizedspendingacrossthefullcustomerjourney.

Leadingmarketersareslightlymorelikelyto

prioritizetraditionallybrand-ledmoments,such

asawareness(76%vs63%),andloyalty(68%vs54%),whilelaggershaveadirectionalbiastoselling

andconversion(58%vs47%).

$

$

Inotherwords,simply

allocatingspendacrossbrandanddemand

objectivesisnotenough.

BRANDANDDEMANDMARKETINGREPORT·13

Leadingmarketersandlaggingmarketersshowasimilardistributionofspend

Allrespondentsreportedanevensplit

betweenbrand,demandandbalancedspend

100%

80%

60%

40%

20%

0%

36%

33%32%

33%

33%

35%35%

32%

30%

DEMAND-LEDBALANCEDBRAND-LED

TotalSample

OutperformCompetition

ParityorUnderperformCompetition

Q:Pleaseindicatehowmuchinvestmentisaimedatbrandanddemandby

allocatingapercentage0-100%

Overperformersreportedadirectionalfocusonmorebrand-ledobjectives(AWARENESSANDLOYALTY)

76%63%

66%62%

AwarenessandRelevance

ConsiderationandDecisionMaking

47%

SellingandConversion

58%

68%

Onboarding

55%

BuildingLoyalty

54%

39%

DrivingAdvocacy

30%

LeadingMarketersLaggingMarketers

Marryingbrandanddemandwins

Theseconnected,integratedorganizationsknowthatthelove(andvalue)comesfromhowtheyusestrategy,brandpositioning,customerdataandinsighttoensurebrandanddemandaredeliveringagainstthesameoutcomes.

Theyknowthatbuildingbrilliantteams,settingclear

expectationsandcontinuouslydrivingchangewillcreateanenvironmentforbrandanddemandtoworkcloselytogether.

Andtheyknowthattheymusthardwirecollaborationwithintheirteamsandacrosstheorganization,withkeyritualssuchasintegratedplanning.

.Thedeeperthecommitmenttointegration,themorebrand-demandlove,thestrongertheoutcomes.Bothimmediatelyandforthelong-term.

BRANDANDDEMANDMARKETINGREPORT·14

WHATCMOSSAY:

“Organizationsneedtoensuretheybuildandoptimizethebrandtodemand

muscle,tocapturethefullvalueoftheirinvestmentsandresources.”

ANNIEMCBRIDE

CMO,PointClickCare

“Thebiggestsuccesshasbeenfrom

nottalkingaboutthebrandand

demandbudgetseparately...Otherwise,wecutbrandandspendondemand.”

TOMBERRY

CMO,CFAInstitute

PROPHETBRANDANDDEMANDMARKETINGREPORT·15

Wehaveestablishedthat

TheBrand

andDemand

RelationshipGuide

marketingorganizationsthatareoutperformingtheircompetitionhavemovedbeyondbalancingbrandanddemandtoamarriageoftwoequalpartners.

Wesetouttounderstandwhatdrivesthislovestory.

Thesehighperformerstookupthetoptercileofourdataset.

Thisrelationshipguideidentifiesthehallmarksoftheirsuccess.

BRANDANDDEMANDMARKETINGREPORT·16

01

Instrongrelationships,partnerssharethe

samegoals.

Winningorganizationsensurethatbrandanddemandhavesharedstrategy,

businessgoalsandincentives.

BRANDANDDEMANDMARKETINGREPORT·17

Tosurvivebeyondthefirstflushofexcitementandgrowintolastinglove,partnersneedtoagreeongoalsanddestinations(e.g.,family,career,lifestyle).Inthesameway,ourresearchshowsthatwinningorganizationsknowwheretheyaregoingandhavecommonviewsabouthowtogetthere.

ofleadingmarketing

89%

organizationssaytheyhaveacleargrowthstrategyandbrandstrategy

BRANDANDDEMANDMARKETINGREPORT·18

Leadingmarketersgofartherbyexplicitlytying

marketinggoalstobusinessgoals,alinkagethat

promotesintegration.WhilemarketingKPIsmayvary

betweenbrandanddemand,businessKPIscanprovideholisticandcomprehensiveviewsofallmarketing

activitiesandinvestments.

79%ofleadingorganizationssay

thatcommercialperformanceisanimportantpartoftheirgoals

“Ihaveanactiveseatatthetable,

andworktoshapeMarketing’s

roleinresponsetoouroverall

enterprisegoalsandhelpshapeourcommercialdeliverables.Marketingneedstobeequallyaccountableforrevenuewearegenerating.”

ALICIATILLMAN

CMO,DeltaAirLines

PROPHETBRANDANDDEMANDMARKETINGREPORT·19

Connectingbrandanddemandwithalignedgrowthstrategy

Threeelements—growthstrategy,brand

strategyandmarketingplans—directlylinkedtocommercialgoalscanserveasacompassforkeydecisionsaboutwheretoplace

resources(andwherenotto)andhowtokeepbrandsrelevant,cohesiveandconnected

acrossalltouchpoints.

BRANDANDDEMANDMARKETINGREPORT·20

RelationshipAdvice

Articulateagrowthstrategytheentireteamcanownbydefining:

WHO

isourtargetcustomer?

WHAT

products,servicesandexperiencesshouldweoffer?

WHY

shouldcustomerscare

aboutourproducts,brandandpurpose?

HOW

dotheyperceivethevalueweoffer?

WHEREANDWHEN

shouldweengage

customers–viawhich

channels,ecosystems,

platformsandpartnerships?

HOW

willwecapturevalue?

Learnmoreaboutstrategiesfordrivinguncommon

growth.

BRANDANDDEMANDMARKETINGREPORT·21

02

Connectioncomesfromasharedworld-view.

Acommonpassionforcustomers

isthegluethathelpstoguide

decisionsforbrandanddemand

teamstoagreeonwhat’simportant.

PROPHETBRANDANDDEMANDMARKETINGREPORT·22

Forthebest

marketing

organizations,

servingcustomersisthenorthstar.

Couplesthathaveacommonpurposeorpassionandsimilarworldviewsaremorelikelytosticktogetherandfeelsatisfiedintheirrelationship.Theycanalsomakebettershort-andlong-termdecisions

fasterandmoreeasily,becausetheyalreadyagreeonwhat’simportant.

Whenitcomestobrand-demand

andinvestin,andapplycustomerinsightsacrossallpartsofthemarketingdiscipline,

comparedtoonly63%oflaggingmarketers.

relationships,what’simportantare

customers—engagingthem,satisfyingthem,andkeepingthemhappy.

Ourresearchshowsthatbrand-demandintegratorsarejustWAYmoreenthusiasticabouttheircustomers:

86%

haveasharedunderstandingofthecustomeracrosstheentireorganization

BRANDANDDEMANDMARKETINGREPORT·23

Winningbrandand

demandintegratorsinvestwaymoretime

understandingtheircustomersandbrand

INSIGHTS

CUSTOMERDATA

MARKETINGTEAMS...

Areresponsibleforcustomerinsights

(86%vs50%)

Regularlyleveragecustomerinsights

(82%vs56%)

Usecustomerinsights

forbrandpositioningandvaluepropositions

(87%vs66%)

Investbehindcustomerdata,leveragingacrossprocesses

(82%vs55%)

Tiecustomerdataandinsightstomeasurablebusinessoutcomes

(82%vs59%)

Owninsights,segmentationandtargeting

(95%vs77%)

*Leadingorganizationsvslaggingorganizations

WORKINGTOWARDSTHESAMEGOALS

Thisisn’tnews:customercentricityhasalwaysbeen

essentialtostrongmarketing.Andit’stheheartofwhatmarketersdoeveryday–fromidentifyingneedsand

buildingrelevance,tochampioningthevoiceofthe

customeracrosstheorganization,toensuringmessagingresonatesandoffersclick.

Segmentationandaudiencepersonasclarifywho

customersareandwhattheywant,informingthedefinitionofcompellingvaluepropositionsandmessaginginboth

brandanddemandcontexts.Theseinsightscanalsofactorintospendingdecisions,howtobalancebrandanddemandinvestmentsandwhentopivotorrecalibrate.

BRANDANDDEMANDMARKETINGREPORT·24

WHATCMOSSAY:

“We’vestartedtoopenourbusinesspartners’eyestothevaluethatcancomefromthinkingaboutcustomersandsocietyasawhole.”

CLAIREBURNS

CMO,TheHartford

BRANDANDDEMANDMARKETINGREPORT·25

RelationshipAdvice

Shapestrategiesandplansaroundcustomerneedsandgoals

Buildbrandsandvaluepropositionsthatareinsights-based,balancingbroaduniversaltruthsandspecificpersonaneeds

Createclearcustomerpersonasand

segmentsthatarefindable,knowthemintimately,anddeterminehow,whenandwheretotargetthemmosteffectively

Usecustomerjourneysasananchorcanvastotiebrand,demandand

productexperienceactivitiestogether(seeChoose-UseLoop)

Tiecustomerinsightstomeasurablebusinessoutcomes,settingshared,quantifiablegoalsaroundchangingcustomerbehavior

Havespecificmetricsonhowmanycustomersweneedacrossthebig

threeobjectives—attractingnew

customers,gettingcurrentcustomerstobuymorefrequently,andboostingcross-sellingandupselling

Own,investin,andchampioncustomercentricity

Findwaysforthewholeorganization

tobeaccountableforcustomerinsightanddelight—marketingcanandshouldleadbyexample

Hardwiredataandinsightsintoall

marketingactivities,embeddinginto

strategyformationandplanning,creativeprocessesandallsortsofdecision-making

BRANDANDDEMANDMARKETINGREPORT·26

03

Thrivingcouples

embrace(andcelebrate)theirdifferences

Integrationisnotaboutcompromise,but

about“bothism”andbeinggreatatbrandANDdemand.Winningorganizationsharnessthe

poweroflogicandcreativityinacultureofrespectandtrust.

Beyondmutualgoalsandshared

purpose,thestrongestbrand-demandunionsbringoutthebestofeach

disciplineindividually,basedona

foundationofmutualunderstanding,respectandtrust.

Thetop-performingmarketersdo

notintegratebycompromisingon

eitherbrandordemandcapabilities.Instead,theyapplysomethingweliketocall“bothism”—equallyvaluing

andstrivingforexcellenceinboth

disciplines.Thatmeansinvestingin

talentandtechnology,developingkeyskillsandworkingcollaboratively.

Leadingmarketersaresignificantlymoreconfidentinboththeir

brand(+30%)anddemand(+40%)

capabilities,aswellmorelikelytosaytheyhavetherightcapabilitiesto

deliverinbothareas(87%vs56%).

BRANDANDDEMANDMARKETINGREPORT·27

Beingbrilliantatbothbrandanddemand

Winningacrossbrandanddemandmeanswinninginbothbrandanddemand

100%

80%

60%

40%

20%

0%

82%83%

59%

62%

BRANDDEMAND

Myorganizationishighlyskilledindemandgeneration

Myorganizationishighlyskilledinbrandbuilding

LEADINGMARKETERSLAGGINGMARKETERS

Historically,creativethinkingandideationhavebeen

associatedprimarilywithbrandbuildinganddata-

driventhinkingwithperformancemarketing.Butleadingmarketerstranscendtheselimiting,binaryviews,

recognizinghoweffectivemarketingisbothuniquelycreativeandobjectivelyfact-based.

79%

oftopperformingmarketingleaderssaidtheir

favoritepartofmarketingistheabilitytocontributemagicandlogicandtoapplybothdataandcreativity.

BRANDANDDEMANDMARKETINGREPORT·28

“Ilovethatmarketingisatthecenter.IfeellikeIrunabusiness,butIalsogettodothehumantouchandthecreativeside.”

CAROLINECHULICK

SVPGlobalGrowth&Innovation,Hill’sPetNutrition

BRANDANDDEMANDMARKETIINGREPORT··29

Oppositesattractofcourse,andsuchmagnetismignitesmanypassionatelovestories.Ourresearchshowstheycanalsolivehappilyeverafter,too.Specifically,themosteffectiveorganizationsenabletheirteamsto:

Maximizebothcreativityanddata

87%vs58%*

Managebothemotionalandrationalcuesacrossbrandbuildinganddemandgen

76%vs58%*

*Leadingvslaggingorganizations

Dynamicculturesand

inclusiveleadershiparethe

differencemakershere.

It’sespeciallyimportantto

ensurethattheorganization

doesnotunconsciouslyfavor

oneortheotherdiscipline.

Communicatingtransparently,promotingcollaboration,

informationsharing,breaking

downorganizationalbarriers,

acknowledgingwhatworks,andcelebratingsuccesses–that’showwinningCMOscanshowtheirappreciationforboththeartandscienceofmarketing.

BRANDANDDEMANDMARKETINGREPORT·30

RelationshipAdvice

Aspiretobuildbrilliantteamcapabilities

Investintraining,talentandtoolingfromA(AIandanalytics)toZ(the

needsofGenZ,theculturalzeitgeist)

Encourageandincentivizecontinuouslearningfortheentireteam

Builddepthofexpertiseincriticalareas—strategy,insight,data,

brand,performance,digital,go-to-marketexecution—andensureeveryoneis“t-shaped,”witha

baselineunderstandingofeverymarketingfunction

Communicateviaa

commonlovelanguage

Bevigilantinavoidingsubconsciousbiastowardeitherbrandordemand

Findwaystoelevateandrecognizebothcreativityanddata,magic

andlogic

Establishaformalprocessfor

trackingandincorporatingindustrybestpractices(e.g.,creativity)

Shareorganizationalawardsandhonorstorecognizeandpromotethebestwork

Buildacelebratorystructurean