Level-set to ensure brand marketing doesn’t get left behind

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language can also help contextualize why you’re investing in brand building efforts and how those initiatives contribute to revenue but also the bottom line. Instead of sharing your impressions goals with your CFO, show them how social is a cost-effective alternative to billboards or radio ads at generating awareness. A television commercial, for example, can easily run marketers tens of thousands of dollars whereas lo-fi social content as simple as a screenshot or photo dump can go viral overnight.

Establishing this relationship early on not only gives you access to afghanistan phone number data the funding the marketing team needs but also allows you to try new ideas because you’ve built up trust between you and your CFO. When you ask executives to invest more in brand over demand, you’re asking them to take away from the activities that drive immediate financial results for something that requires a big picture perspective. Demonstrating a balance between the tried-and-true strategies and bold branding moves, and a willingness to be flexible when goals fall short, will give you access to the resources you need to keep brand marketing a top priority.

Sustained growth requires short and long-term plays
When executives treat marketing investments like an “either or” tradeoff, they risk setting their team up for failure—even if, in the here and now, there’s signs of profitability. Focusing solely on performance marketing may generate revenue today, but can weaken demand generation and loyalty efforts over time. On the flip side, going all in on brand building can be expensive and slow to return the results executives expect.