Marketers are concerned that performance marketing is crowding out brand-building activities that work toward customer perceptions of their brand.
has become the dominant approach companies use to connect with consumers. It is defined by the Performance Marketing Association as paying for results from marketing campaigns—like sales, leads, or clicks—conducted through third-party channels such as direct mail providers, search engines, and social media sites.
Traditionally, the two were seen as a trade-off: Brand building was a long-term investment, and performance marketing was about generating revenue in the here and now. The trick was to “balance” them. But brand building is losing out more and more, in large part because performance marketing is considered to be much more closely linked to measurable business results.
Barton Lewis photographs the found and accidental art of New York City subway stations, where print advertising is displayed and removed over time, creating collagelike effects. A third difference is that each measure of familiarity, regard, meaning, and uniqueness is refreshed on a weekly, monthly, and quarterly basis. Things happen every day that affect FRMU metrics relative to other brands. These can be exogenous events, including competitors’ moves, sociopolitical events, and environmental shocks like Covid-19 and the war in Ukraine .
If conversion rates are going up but brand equity metrics are trending down, they should conduct analyses to determine whether the performance-marketing mix is negatively impacting the brand or whether the problem is content related . And they should revise either or both accordingly. Rising brand metrics but falling conversion rates is less likely, but it can happen when performance-marketing programs are disconnected from brand-growth strategies.
Thanks to its new brand-equity measurement system, the airline was able to more precisely target its marketing dollars in order to improve meaning and uniqueness without increasing its overall spend.
The company made a business case for growing the brand by including women with families in the target audience, using measurable goals for the brand’s investment in its new “cheerful,” “exciting,” and “reliable” positioning. Since the initiative kicked off, the company has successfully transitioned from a male-dominated brand to a family brand and increased its revenue-related KPI by 8%.This label was a top seller among a very select group of wine drinkers in the 35-to-48-year-old age group.
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