If brand growth is no longer possible, then the current focus on cost reduction makes sense. But if brand growth is possible, then cost reduction is the wrong strategy.
This is a great paradigm and really get's at the heart of the logic. To grow a brand entails cost, do not expect brand growth if you are reducing cost.
Yes, there will be risk, yes there are no guarantees, yes measuring is difficult, but you should not expect brand growth if you are reducing cost.
"Marketing seeks certainty rather than the rewards from risk-taking."
Feels pervasive. If you're an outside consultant (or agency) do you think there's any easy answer to the fact that growth is always going to feel like risk (and it often is).
The “risk” is that the steady generation of sales and margin numbers will be interrupted temporarily, which is anathema for CFOs and Wall Street. Long term gains might mean short-term numbers disruptions. Today’s corporations have little appetite for this, unfortunately.
This is a great paradigm and really get's at the heart of the logic. To grow a brand entails cost, do not expect brand growth if you are reducing cost.
Yes, there will be risk, yes there are no guarantees, yes measuring is difficult, but you should not expect brand growth if you are reducing cost.
"Marketing seeks certainty rather than the rewards from risk-taking."
Feels pervasive. If you're an outside consultant (or agency) do you think there's any easy answer to the fact that growth is always going to feel like risk (and it often is).
The “risk” is that the steady generation of sales and margin numbers will be interrupted temporarily, which is anathema for CFOs and Wall Street. Long term gains might mean short-term numbers disruptions. Today’s corporations have little appetite for this, unfortunately.
As a result, CMOs play it conservatively.