As we announced recently, Prophet is now the founding and flagship sponsor of the Association of National Advertisers (ANA) new Brand Practice. Given our new partnership, we showed up in forces at the ANA’s Brand Masters “Revolutionaries” conference, held May 7-9 last week in Los Angeles. 

Marisa Mulvihill, who leads our CMO practice, hosted a breakfast with research partner WARC on brand and demand integration; Mat Zucker, our own CMO, spoke on stage about the opportunity in gaming for brands with Ashely McCollum, head of immersive media solutions at Roblox; and Prophet also provided every in-person attendee with a copy of our Vice Chair David Aaker’s Aaker on Branding, Second Edition released that week, giving them the first copies available in America.

This year’s conference was exciting and showcased lessons from brands that are not often heard at national conferences. Over three days, ANA’s EVP Brand & Media Stephanie Fierman and team curated an experience for in-person and virtual attendees, in which, as she explained, “bold, innovative brands take center stage, breaking boundaries and redefining what it means to be a modern marketer.” In addition to Roblox, other presenters came from brands such as True Religion, Poppi, Converse, Saatva, and Target. Topics addressed the brand from every angle, including expanding the case for the brand, brand success at different stages of maturity, and the challenges marketers consistently face, such as brand measurement.  

A Few Session Takeaways from Propheteers in Attendance: 

• Allison Ellsworth’s story with Poppi showed how bold innovation, paired with culture-first, authentic marketing, can revive even the most stagnant categories. By reimagining soda as a functional, better-for-you product, Poppi disrupted the beverage industry and secured a significant deal with Pepsi.  —Clare Conroy
• Aki Spicer of Monks and Danielle Spikener of KraftHeinz discussed the organic process of “flirtation through activation” that led to the breakthrough partnership between DJ Mustard and Heinz mustard. Capitalizing on the rap beef between Kendrick Lamar and Drake, Heinz moved quickly to tap into the cultural movement by promoting the authentic partnership between the beat-making grill connoisseur and the legendary condiment company. —Danny Pomerantz 
• Emily Sly at Popsockets spoke about building a brand to maintain growth. She talked about the need to build the brand to extend beyond the successful product. She shared their brand purpose: Bringing radical positivity to our tech relationships. —Mat Zucker 
• In a session about brand-led growth and the C-Suite, Audible CFO Cynthia Chu adopts an investment mindset, viewing marketing as a strategic asset rather than a cost center. She recognizes the importance of building trust between marketing and finance by setting aside her functional hat and adopting an enterprise perspective. For measurement, she doesn’t let people use bottom-funnel metrics to measure upper-funnel activity. Find other ways to do it, such as a brand lift study. Some are hard, she knows. They have a category called “feels right” for channels like experiential, which can be tough to measure. Instacart’s Laura Jones got rid of having a separate brand budget and a separate performance budget and collapsed them together. —Mat Zucker 
• Joe McCambley spoke to Saatva’s in-house transformation and proved that brands can achieve greater efficiency and creative excellence by building internal teams deeply immersed in the product and customer. With the addition of a creative-only home studio and repositioning the brand for a re-defined target audience known as the “Research Junkies”, Saatva unlocked more focused, impactful storytelling.  —Clare Conroy 
• Tim Parr, inspired by our own David Aaker’s frameworks and stories, explained how a laser focus on the underserved needs of aging Gen Xers enabled the huge growth of Caddis. Building a brand around “aging awesome”, creating a new category of “eye appliances,” and making the product sexy, stylish, and cool has earned Caddis an enviable price premium. —Marisa Mulvihill 
• When Target rolled out its Holiday 2024 campaign, little did they know how the public would react. Target tells the story of what started out as an innocuous and updated Santa, who went incognito as Kris K, a Target employee, turning viewers on their heads when they all concluded that he was handsome, titling him “Hot Santa.” Target decided to roll with it, using their follow-up ads, which caused a viral internet sensation that appeared on primetime TV shows like The Tonight Show. It was a glimpse into a large company being caught off guard, bending to public response, and pivoting to a more humorous campaign theme versus the original holiday intention of family and the warmth of the season. —Kristi Yover 
• Not from a brand, but certainly an inspirational expert and best-selling author, Dr. Marcus Collins discussed making meaning through our culture. “We see the world because of who we are.”  Marketers don’t make meaning. We signal it.” —Mat Zucker  

Prophet is partnering with the ANA to help marketers elevate brand as a strategic growth and performance driver. We’ll be focusing on developing tools and insights to position brand as a measurable business asset, integrating brand and performance marketing, advancing brand ROI frameworks to support marketing intelligence and C-suite decision-making, breaking down silos to unify brand, media, and performance teams and enabling agile, journey-based strategies rooted in audience insights.

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You might be feeling the squeeze. 

From one side, there’s inflation, tariffs, planning whiplash and fragile consumer spending. From the other, it’s pressure to grow despite fewer resources and sharper scrutiny of every investment. 

And in the middle of it all? You—the Chief Marketing Officer. 

Meanwhile, AI is rewriting the rules of marketing—redefining what customers expect, changing how teams work, and fueling a new era of marketing mayhem. Our report, The Rise of the AI-Driven Consumer, puts it all out there.  

You’re driving near-term ROI and long-term relevance. Keeping teams energized through high-pressure deadlines. Working around and through the constraints of legacy systems and trying to figure out what emerging tech can do for your business. And doing it all with clarity, confidence and composure in the face of intense pressure to show measurable results. 

But here’s the truth: these uncommon times aren’t all that uncommon. Consider just the last few decades—global conflicts and cultural tensions, a global pandemic, the global financial crisis, and the dot-com crash and well, you get it. If anything’s predictable, it’s instability. 

Now take a breath. The good news is that we’ve been here before. And every era of uncertainty offers disproportionate growth on the other side—growth that sparks the next wave of disruptors. Need proof? Check your phone and you’ll see some of them: PayPal, Spotify, Uber, Calm. 

Our take? There’s no sense waiting for stability. It is better to start leaning into the goal of Uncommon Growth, no matter the macroeconomic conditions. Because that’s how Uncommon Growth happens. It’s breakthrough, repeatable, market-leading and category-shaping growth that’s rooted in clarity, relevance, and resilience—and not at all dependent on perfect conditions.  

So how do brands unlock Uncommon Growth in uncertain times? It starts with action—clear, purposeful, and well-timed. Because while growth is easier in the “easy times,” waiting for them is a losing game. The best brands don’t pause. They move with intent, agility, and confidence. And they’re rewarded for it.

We’ve outlined seven moves—shaped by our work with clients across market cycles—to help you grow not in spite of uncertainty, but because of it.

Driving Uncommon Growth 

Uncommon Move 1: Focus on Clarity, Not Certainty

You can’t predict what’s next. But you can make it clear where you stand—and where you want to go. 

• What this means for the business: In moments of ambiguity, a clearly articulated purpose, brand positioning and strategic direction give your teams a relatable, sustainable north star. Clarity fosters faster and more confident decision-making. 
• What this means for the people: Employees don’t expect perfect answers, but they do want to know the why behind the what. Transparency and consistency reduce anxiety, build trust and boosts engagement and commitment across teams  

Uncommon Move 2: Integrate Brand and Demand

This isn’t a time to pick sides—it’s a time to orchestrate both to work harder for you. 

• What this means for the business: Resilient growth comes from integrating long-term brand equity with proven demand tactics that drive revenue in the near term. CMOs must bridge silos, build shared KPIs and optimize both engines in parallel. 
• What this means for the people: Marketing teams often feel pulled in opposite directions. Help them see how their work contributes to a connected system, not just a single, standalone workstream. Our Brand and Demand playbook shows how you can make it happen.   

Uncommon Move 3: Invest in Experience—Even While Cutting Costs

The first instinct is often to trim the surface. But the right move is to protect what your customers and employees actually feel.  

• What this means for the business: Prioritizing investments in experience lens means protecting the “moments that matter”—the key touchpoints that deliver real value and reinforce key brand equities. More intelligent prioritization builds loyalty without overspending. 
• What this means for the people: Experience budget cuts often impact people first. Involve teams in reshaping the most meaningful experiences. Empower teams to simplify and refine, not just scale back. 

Uncommon Move 4: Double Down on Employee Engagement

In uncertain times, your people need more than direction—they need care, communication and a reason to believe. 

• What this means for the business: Attrition is expensive and damaging in moments of instability. A strong employee valuable proposition, flexible policies and visible leadership help retain talent and maintain momentum. 
• What this means for the people: As people navigate volatility in their own way, flexibility, empathy and purpose-aligned leadership help them stay motivated and committed. 

Uncommon Move 5: Plan for What-if, Not Just What is

When uncertainty is the norm, scenario planning can be an optimistic, forward-looking growth strategy—not a defensive risk exercise. 

• What this means for the business: Smart CMOs are pressure-testing plans against multiple futures, so they can move quickly and pivot nimbly when conditions shift. Scenario planning isn’t about predicting perfectly. It’s about being ready. See our approach for Scenario Planning in Marketing.
• What this means for the people: Your team doesn’t need certainty. They need to know there’s a plan. Exploring a range of scenarios can give people confidence and a sense of control—especially when everything’s in motion, all at once. 

Uncommon Move 6: Embrace the Unfamiliar

Creativity often thrives within limits—and uncertainty can open the door to your next great idea. 

• What this means for the business: Disruption often creates whitespace—nimble teams can spot it and move first by testing new formats, tools, partnerships and messages.
• What this means for the people: Trying something new can make people feel vulnerable. Normalize experimentation, celebrate smart risk-taking and make it safe to stretch. 

Uncommon Move 7: Experiment Small to Win Big

Quiet innovation becomes a superpower and speaks volumes in times of uncertainty. 

• What this means for the business: In turbulent times, smart CMOs run small, fast experiments to reduce risk and build momentum. Innovation doesn’t need to be loud if it’s fast and focused.
• What this means for the people: Testing new ideas can energize teams and clarify what works. Small wins start a virtuous circle of forward progress and rising confidence. 

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2024 came in like a lion, with optimism and a return-to-growth mandate across sectors despite interest rate uncertainty and global unrest. After a challenging 2022 and 2023, consumers and companies resumed spending. Markets bounced back. In fact, in our 2024 summary, “Year of Resilience,” companies researched saw a 85% year-over-year net income increase across all the companies and sectors analyzed.

With new policies and a more favorable M&A environment, companies saw promise for 2025. And so did we as we analyzed year-end earnings reports of more than 50 of the world’s largest, fastest-growing and most relevant companies.

Our goal was straightforward: understand how leaders experienced the highs and lows of 2024 and uncover implications for 2025. As we listened and researched, most companies still see growth opportunities but CEOs and CFOs understand the need to remain vigilant—cautiously monitoring hypercomplex economic challenges in real time.

With that in mind, first, we’ll look back at the 2024 cross-company and industry drivers of growth as well as a few of the issues that kept leaders up at night. Then, we’ll look at what that might mean for 2025.

A Relentless Drive to Unlock Uncommon Growth 

Last year, companies around the globe made confident and at times uncommon growth moves. Some invested in new customers. Netflix, for example, gained 19 million paying users by cracking down on subscription sharing and Airbnb invested $250 million to expand its core app usage. Others explored new territories. AB InBev poured millions of dollars into nonalcoholic brewing technology and Uber and Waymo expanded their autonomous ride-hailing offerings to more cities. In sustainable growth, Hyundai launched its “HTWO” brand to represent its world-leading hydrogen fuel cell system. The commitment to innovation reflects a broader mindset, well expressed by Ford CEO Jim Farley: “Our relentless focus on executing the Ford+ plan has delivered strong results, positioning us well for continued growth in 2025 and beyond.”

Transitioning to M&A, although it was a more muted landscape in 2024, we saw several strategic deals that signaled uncommon growth opportunities, including Exxon Mobil’s acquisition of Pioneer, Capital One’s pending acquisition of Discover that aims to redefine its role in the financial ecosystem and Verizon’s acquisition of Frontier Fiber, the largest pure-play fiber internet provider in the U.S.

As we move through 2025, leaders appear to be swinging big in innovation, market expansion and M&A as many expect their competitors will be quieter due to market uncertainty. Relative to M&A, exciting times are ahead with an estimated global deal value reaching $3.5 trillion. According to Morgan Stanley CFO Sharon Yeshaya, “This will not just be a blip on the radar, as M&A pipelines remain healthy and diversified.”

A Pivot to Leveraging AI as a Commercial Building Block 

From “talking about AI” to “scaling AI” to “AI as a commercial driver of success,” the evolution of artificial intelligence since the early 2020s is striking. Beyond boosting efficiency, AI is being harnessed as a business engine. Tech giants, as expected, are broadcasting the generative AI enhancement of their product lines, providing relevant and tangible benefits—Apple Intelligence, Meta Glasses, Amazon’s Alexa+ and Tesla FSD cars, to name just a few. Google CEO Sundar Pichai stayed true to this trend, stating, “Scaling Gemini on the consumer side will be our biggest focus next year.”

Beyond the tech sector, other market leaders are also pushing AI-driven innovation. Chevron is utilizing its novel FaultAssist program to forecast disaster prevention. Pfizer is propelling AI-powered drug discovery and optimization of its back-end processes, enabling faster medication deployment. Lyft is using AI for driver support and troubleshooting, estimating a total of 28,000 hours saved in support time.

Amid the widespread and ongoing AI acceleration to date, leaders are anxious to push their AI agendas forward in 2025 while recognizing the need to clarify what their businesses truly need—both operationally and commercially. For instance, Delta CEO Ed Bastian is taking a more deliberate approach, ensuring alignment between core operations and the brand’s overall promise: “[Our] focus on AI is to learn, and to listen, and to make certain that we’re ready before we jump in with both feet.”

An Obsession with Being Market Back and Customer-Centered 

Consumers are focusing on simplicity and speed. Fueled by what Accenture calls the “impatience economy,” they are siding with brands that are quick to market and bespoke in their offerings. From the fastest shipping to fast fashion, brands like Amazon and Zara are first in line. Fortive CEO James Lico shared, “The reason for [their] five-year track record of success is a commitment to their Fortive Business System … [which] helps identify unmet customer needs, develop new products and get them to market faster.”

But speed has its costs such as sustainability. A key focus of last year’s report, sustainability appears to have become more of a nice-to-have than a differentiator for 2025. Instead, consumers are prioritizing other areas and companies are following suit. For one, getting healthier, as personal health brands like Hims & Hers and Novo Nordisk are expanding with GLP-1 weight loss medications. Second, consumers continue to seek out unique experiences. Brands like Travel + Leisure and Mastercard are already benefiting from increased interest in tourism and more cross-border payments (up 24% year over year for the credit card company) and Marriott is growing its room count, adding 123,000 rooms in 2024.

Moving forward into 2025, we expect to see more innovation in the name of speed—from production to shipping to service models—as well as an effort to leverage customer data and feedback to further tailor offerings to meet unmet needs. Across offerings we also see an opportunity for more industries to get in on the health and overall self-betterment craze. As we touched on with AB InBev’s shift to nonalcoholic, we believe there’s room to succeed outside the obvious health-centric sectors.

A Desire to get the Employee Value Exchange Right 

Today, companies’ policies around remote work continue to evolve. Firms with competitive hiring practices like JPMorgan are more comfortable taking a firm stance on return-to-office mandates while tech giants Apple and Microsoft have remained committed to hybrid policies. And in places where the industry is split, unhappy employees are speaking out. For example, when AT&T adopted a strict return-to-office policy, it sparked employee backlash on social media allowing Verizon to capitalize by recruiting AT&T employees with hybrid and remote offers.

The ongoing discourse around DEI in the workplace has further complicated the employer-employee value exchange, as has the perceived role AI will play in the workplace, tied to job displacement and uncertainties about adapting and pushback against AI adoption.

As highlighted in our research, these debates only intensify tension in the job market as talent shortages persist across industries. As the population ages, CEOs are expecting labor market shifts, with a large population of skilled laborers beginning to retire, leaving a void of qualified talent. In health care, CVS is making strides to address pharmacist shortages. In the aviation industry, American Airlines and United both paused hiring due to the high cost of training and aircraft shortages, in part due to Boeing’s departing engineers. On the positive side, Delta celebrated its profit-sharing day, distributing $1.4 billion to its employees promoting corporate culture.

A quarter into 2025, it’s clear that companies need to take a fresh look at their employee value proposition, their employee experience and what it will take to recruit and retain top talent.

A Strong Belief that Resiliency and Agility are now Operational Cornerstones 

On a macro level, the global economy’s resilience has continued to be put to the test: interest rate debates, high inflation and geopolitical conditions created uncertainty, yet unemployment remained low and consumer spending persisted.

2024 proved to be a period of optimistic resilience. Eastman Chemical was hit by weak end-market demand, fluctuation in raw material prices and regulatory pressure. Yet, through innovation and the adoption of advanced technologies, it found ways to reach its earnings goals. Lockheed Martin faced supply chain disruptions and high material costs but expanded its engineering manufacturing facilities to meet rising demand. On the other hand, Exxon Mobil and Boeing felt the squeeze of fluctuating demand and material prices, leading to dips in net income—a reminder that even industry titans must continuously adapt.

Now, in 2025, some companies are demonstrating the importance of adaptability under the policies of the new administration to drive success. Apple plans to invest $500 billion to move a manufacturing facility from Mexico to Texas, avoiding the effects of cross-border tariffs. Amazon similarly continues to invest in data centers across the U.S.

With shifting economic policies, evolving regulatory landscapes and global market fluctuations, the true impact of these bold investments remains uncertain. As companies navigate this unpredictable environment, their ability to showcase cautious resilience will define their success in 2025 and beyond.

Acknowledgments: Bridget Mitchell, Hannah Anderson, Mary Kovacs and Samuel Pinchback.

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Empowered, informed and demanding customers. Relentless tech advancement and disruption. Unmanageable data volumes. Geopolitical conflict and macroeconomic volatility. Shifting competitive vectors and intensifying regulatory oversight.  

Welcome to the new normal – about which there is nothing normal. 

But for all the change, there’s one constant for business leaders: intense pressure to deliver growth, quarter after quarter, year after year. Given today’s extraordinary challenges and complexities, however, these business leaders now recognize that yesterday’s best practices no longer apply. In other words, uncommon times require uncommon approaches to drive uncommon growth.  

So, what do we mean by uncommon growth? First and foremost, it’s high-impact growth that’s faster, smarter, more sustainable and more actionable. Breakthrough product innovations – whether from start-ups or well-established brands – are perhaps the most visible examples of uncommon growth. But these are exceedingly rare. Similarly, bold acquisitions can drive uncommon growth, but relatively few firms have the capital to pursue this option.  

In mature industries with tight margins, uncommon growth can mean outpacing the competition by a point or two. Or grabbing market share via smarter marketing, more attractive offers, better experiences or new sales channels. Or reshaping a brand or core value proposition for increased relevance to changing customer behaviors. To some extent, uncommon growth is a function of boosting returns on investments in transformation and innovation programs.   

Uncommon growth takes many forms. Consider how a leading drug store chain (CVS) transcended its successful retail heritage through a disruptive new home care business, with existing brand equity energizing its entry into an adjacent sector with a brighter growth outlook.  

A legacy entertainment brand, PENN Entertainment, shifted to an omnichannel business model to engage more customers across a fragmented media landscape. A software provider remixed its portfolio of 100+ products for delivery via a cloud-based platform for the future. There is no singular path towards uncommon growth but despite varied success, all companies need to find ways to unlock uncommon growth today and in the future.  

The Action Plan for Uncommon Growth

Unlocking uncommon growth can be as much about the “how” as the “what.” The combination of building new capabilities, securing organizational alignment and developing muscle memory can power companies to launch new products, services and experiences, devise new business models, and execute growth strategies faster and more repeatably than in the past. The priorities include: 

Increasing Organizational Velocity

Uncommon growth typically starts with speed. That means shortening the time from insights to decisions and from execution to impact. And accelerating go-to-market timelines, with faster design-build-test cycles and a quicker pace for launching MVPs and releasing updates. It’s a huge leadership challenge because most businesses today simply aren’t built to keep up with rapidly shifting market demands or seize opportunities that come and go faster than many firms can act.  

Taking the Holistic View

There are multiple levers leaders can adjust in pursuit of uncommon growth – and they should explore them all. Product and service offerings will be priorities, but product bundles and subscription models may move the needle. Refreshed customer experiences, with personalization and customization features, can drive significant value, too. New technology may be deployed to unlock new distribution channels or enhance specific touchpoints (e.g., Generative AI tools for tailoring recommendations and offers).   

Energizing the Culture to Promote Risk-Taking and Experimentation

For many organizations, that means making collaboration and co-creation (with partners and customers and across functions) the norm, rather than an exception for special projects. Similarly, innovation must be operationalized as a business-as-usual process and function (like finance and HR). These are not easy changes to enact, but they’re necessary to remove internal and cultural barriers to growth.   

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2024 was another year in which brands surprised, delighted, shocked and disappointed us. From major tech players making headlines to beloved brands stumbling, it’s been another year that shaped the landscape of business and culture. Whether it was Nvidia becoming synonymous with AI, Apple’s new AirPods destigmatizing hearing aids, Logan Paul bringing down Mike Tyson and Netflix simultaneously, or Coca-Cola ending the year mired in greenwashing and AI controversies, 2024 was a year to remember.

This year may have officially marked the beginning of the end for some “legacy” brands, with Red Lobster, Bed Bath & Beyond, TGI Fridays and Spirit Airlines all operating under Chapter 11, facing massive downsizing and losing brand relevancy by the day. Many would argue that it’s time Ticketmaster joined them. The platform found new ways to alienate consumers with the fallout from Taylor Swift’s Eras Tour debacle and, more alarmingly, the silence surrounding a massive data breach affecting 560 million users. In fact, 2024 was the year data breaches became chillingly routine, with companies like Disney, The BBC, Microsoft and Dell scrambling to contain damage to both their systems and reputations. Even trusted institutions like Columbia, Harvard and The Washington Post faced PR crises, proving no brand is untouchable.

Elsewhere, collaborations and comebacks stole the spotlight. Crocs teamed up with Post Malone, UGG strutted down Fashion Week runways and Birkenstock joined forces with Gucci, sparking speculation: are dad Merrells next? Abercrombie & Fitch transformed into a leading fashion and stock icon, while Victoria’s Secret tried to recapture relevance with #bodypositivity, and Gap saw its Met Gala denim moment revive buzz. On the M&A front, UBS emerged victorious with its Credit Suisse acquisition and equally successful “Banking is our craft” positioning strategy, deployed globally, featuring Lewis Hamilton, June Ambrose and a very cool horologist experiential event.

2024 also saw Ozempic continue to be the king of weight loss (really type 2 diabetes), while Wegovy, Trulicity and Tremfaya all caught fire tied to their relentless advertising, memorable jingles and bottomless pharma ad budgets. Volkswagen tugged at heartstrings by relaunching its nostalgic electric minivan, while Jaguar misfired with a rebrand that had critics questioning its future. And Mattel? After its Barbie triumph last year, it stumbled spectacularly with the “Wicked Dolls” packaging debacle, accidentally directing kids to a pornography site.

Even giants like Apple weren’t immune to missteps. Its ill-conceived iPad Pro Crush campaign—which featured creative tools crushed under an industrial press—backfired spectacularly, alienating artists, creators and loyal fans alike before being swiftly pulled with a public apology.

Women’s sports had a banner year, with the Olympics, WNBA and NWSL driving momentum for female athletes and edging closer to long overdue equality. Let’s hope 2024 is remembered as the year the tides truly began to turn.

When it comes to 2024, I must ask: where wasn’t Snoop? Why can’t every day be Charli XCX’s Brat Summer? Did Taylor Swift really just save Target from becoming a potential takeover target? Can Michael Cera help all brands like he did with CeraVe’s Super Bowl triumph? Did you know that Liquid Death, the audacious “water in a can” startup, is now worth $1.4B? Will we be talking about how Bluesky became the social media platform that supplanted X and Threads? Will Glicked be as popular and award-worthy as Barbenheimer?

And on a lighter note, will there ever be a feel-good reality season like we just saw on the Golden Bachelorette? No wonder the entire cast of Vanderpump Rules was dumped for new cast members. Bravo, Bravo!

With all of that being said, I once again turned to my Prophet colleagues from around the globe to get their take on 2024’s biggest brand winners and losers, and there was very little debate on which rose to the top and which sunk to the bottom. Without further ado, here are our takes on the 2024 brand winners and losers.

2024 Brand Winners

Nvidia

Nvidia solidified its dominance as a tech powerhouse, driving innovation across industries. Its graphics processing units (GPUs) remained the backbone of AI and machine learning, powering advancements in generative AI and data center growth fueled by demand for cloud computing. In gaming, Nvidia set the standard with high-performance GPUs, while its DRIVE platform gained traction in autonomous vehicle development. Strategic partnerships with top tech firms and research institutions expanded its influence, and a stellar stock performance reflected investor confidence. Balancing innovation with responsibility, Nvidia also advanced sustainability initiatives, reinforcing its role as a leader in tech and beyond.

Bitcoin

Acknowledging crypto as a legitimate investment is no longer in question. Bitcoin, the face of cryptocurrency, has become one of the most powerful brands in the world. Beyond having first-mover advantage and an incoming administration that is “crypto-friendly,” Bitcoin has finally become universally acknowledged and accepted as a store of value and a high-performing long-term investment, with both national governments and financial institutions including Blackrock and Fidelity recognizing the asset class. At the time of publishing this article, we are waiting to see if Microsoft will add Bitcoin to its balance sheet, following MicroStrategy, Tesla and Block.

YouTube

In 2024, YouTube reaffirmed its dominance in the digital landscape, emerging as a powerhouse in both short- and long-form content. With 2.5 billion monthly active users—nearly one-third of the global population—the platform secured a 10% share of U.S. connected TV viewership and saw explosive growth in Shorts, amassing an astonishing 70 billion daily views. Ad revenue surged, fueled by the skyrocketing popularity of Shorts and live streaming, further positioning the platform as a leader in content. By enhancing monetization options for creators, YouTube fostered an explosion of high-quality, diverse content that deepened viewer engagement and cemented its status as the go-to platform for creators and audiences alike.

Additionally, its strategic foray into educational partnerships with leading institutions further solidified its role as a hub for learning and innovation, underscoring its staying power in a crowded market. With plans to expand its global reach, refine monetization opportunities and foster stronger creator-audience connections, YouTube is poised to continue winning with its trinity of creators, advertisers and viewers in 2025 and beyond.

Duolingo

Duolingo soared to new heights, redefining what it means to be a cultural juggernaut in the edutainment space. Duo the Owl, its mischievous mascot, has transcended app functionality to become a global icon of humor and accountability, capturing hearts and sparking conversations far beyond language learning. This year, the brand made waves with a bold Super Bowl debut, airing a quirky five-second ad featuring a farting owl that ignited social media buzz and reinforced its irreverent yet strategic marketing approach. Duolingo kept the momentum going with headline-grabbing activations like the limited-edition “Duo Butt Briefs” and a collaboration with celebrity surgeon Dr. Miami, proving its ability to turn the unconventional into marketing gold. As Adweek aptly put it, “Duolingo isn’t just an app; it’s a blueprint for building a culture-driven brand.” By transforming education into entertainment, Duolingo has cemented itself as a global phenomenon, making learning an experience rather than a task.

TikTok

TikTok’s cultural dominance showed no signs of waning, with the platform continuing to experience explosive user growth, particularly among Gen Z and Millennials. Influencers like Charli D’Amelio, Alix Earle and Keith Lee kept TikTok at the forefront of music, fashion and viral trends, each commanding massive followings and shaping consumer behavior across industries. Beyond its influence on pop culture, TikTok emerged as a powerful tool for political campaigns, with candidates using the platform to authentically connect with younger audiences and drive grassroots engagement. TikTok also tripled its U.S. shopping sales to more than $100 million on Black Friday through its TikTok Shop e-commerce feature, drawing more than seven billion views between Black Friday and Cyber Monday. Whether sparking viral challenges, fostering meaningful social discourse or becoming a social commerce challenger, TikTok solidified its position as a cultural epicenter and a brand to be reckoned with.

Walmart

Walmart demonstrated why it remains a retail juggernaut by capitalizing on e-commerce growth and innovation. The retailer expanded its same-day delivery capabilities and seamlessly integrated its physical and online stores, meeting consumer demand for convenience. Sustainability took center stage as Walmart introduced more eco-friendly products and committed to reducing its carbon footprint, a move resonating with environmentally conscious shoppers. Meanwhile, its steadfast focus on competitive pricing ensured loyalty from budget-conscious consumers, positioning Walmart as a leader in navigating economic uncertainty.

WNBA

The WNBA continued its meteoric rise, setting viewership and attendance records while securing a wave of high-profile sponsorships. Social media platforms, particularly Instagram and TikTok, amplified player narratives, creating a deeper connection with fans. The addition of Caitlin Clark, whose transition to the league brought unprecedented attention and captivated a younger audience, further solidified the WNBA’s position as a cultural and commercial force. With savvy marketing strategies and game-changing talent, the WNBA is proving it has the momentum to transform women’s sports.

2024 Brand Losers

Jaguar

Jaguar’s brand reinvention missed the mark, drawing criticism for prioritizing a diversity campaign that failed to resonate with its audience or tie back to its vehicles. The automaker’s inability to clarify its market positioning left consumers perplexed, while global sales continued to decline amidst dealership closures. In an increasingly competitive luxury market, Jaguar’s struggles and apparent abandonment of its storied history highlight the need for clear messaging and a stronger connection to its core brand identity.

Boeing

Boeing’s turbulent year was marred by ongoing production delays and quality control issues, further damaging its reputation as a reliable aviation giant, with whistleblowers and lawsuits becoming the story instead of the machinery it puts in the skies. Financial losses mounted as airlines turned to competitors to meet demand underscoring Boeing’s failure to address customer concerns. With past safety controversies still casting a long shadow, 2024 reinforced the urgent need for Boeing to rebuild trust and prioritize operational excellence to maintain relevance in a high-stakes industry.

Starbucks

Starbucks found itself at the center of labor unrest as unionization efforts and employee dissatisfaction exposed cracks in its carefully curated brand. Coupled with rising competition from boutique coffee shops offering personalized experiences, Starbucks struggled to maintain its premium image. Price hikes intended to counter inflation sparked widespread customer backlash, raising questions about the company’s ability to balance profitability with customer loyalty in an increasingly competitive market. All of this makes new CEO Brian Niccol’s promise of “my hope is we can get you a brewed cup of coffee in less than 30 seconds” seem both daunting and improbable.

X (formerly Twitter)

X continued its downward spiral with user engagement and active accounts in freefall. Under Elon Musk’s controversial stewardship, the platform faced relentless criticism for sweeping changes that alienated advertisers and long-time users alike. A sharp decline in ad revenue and a muddled vision for the platform’s future left X struggling to compete in the social media landscape. Once a cultural mainstay, X now risks becoming a cautionary tale of mismanagement and lost potential.

Ticketmaster

Ticketmaster’s 2024 was defined by intensifying consumer frustration and mounting regulatory scrutiny. Persistent issues with service fees, opaque pricing and ticket availability eroded public trust, while emerging competitors offered more transparent and user-friendly solutions. Legal challenges and customer complaints further spotlighted Ticketmaster’s systemic problems, leaving the brand on shaky ground in a rapidly evolving marketplace where user satisfaction is paramount.

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The past four years have been tumultuous, with executives, across industries, forced to navigate market-wide headwinds, high-interest rates and a weakening labor market. Thankfully, the recession many feared, never materialized. Yet, leaders prepared for the worst, with 2023 widely considered the “Year of Efficiency.” Companies minimized and cut costs, optimized productivity and — at times — restructured their organizations to get closer to the market and remain above water.  

However, the tide is shifting, and 2024 is widely regarded as a return-to-growth year in which resiliency will reign supreme. To better understand what is behind this sense of optimism, Prophet analyzed over 50 corporate earnings reports from some of the world’s largest businesses, across industries. 

Our research found that last year’s “doing more with less” strategy paid off for most organizations, creating 85% year-over-year growth in net income across the companies studied. That’s a drastic improvement from similar research we conducted last year, which found a 22% decrease in earnings in 2022. 

Now that companies have optimized their organizations, they are getting back to the basics of growth. They are investing in flexible growth strategies that can endure beyond cost-cutting initiatives and efficiency maneuvers, and, thus, 2024 is shaping up to be the “Year of Resiliency.” 

Five Top Learnings From This Pivotal Earnings Season 

1. Leaning into Growth, Once Again 

“Efficiency” and “budget cuts” were the flash words that bounced around in the first half of 2023. Now, “innovation” and “expansion” are center stage. This earnings cycle saw exciting announcements for new products, services and experiences that transcend traditional industry boundaries.  

In retail, for example, Target announced Target Circle 360, its new paid membership program. It is pulling a page out of Amazon’s and Walmart’s playbooks and living up to CEO Brian Cornell’s promise of “making sure that we make Target a growth company again.” After Walmart’s year of optimizing, it witnessed a significant 23% year-over-year growth burst in e-commerce sales, bolstered by the announcement of a new B2B purchasing site, Walmart Business. 

Others are also expanding their portfolio of offerings and innovating their go-to-market strategies. Apple is rolling out a new B2B service platform, Apple Business Connect. Pfizer is extending its expertise (and brand) beyond respiratory as it goes deeper into oncology. And Peloton is launching “Peloton for Business.” These expansions represent the beginning of an accelerating trajectory toward growth.  

2. Embracing GenAI as a Strategic Growth Lever 

Almost all the companies in Prophet’s study say GenAI is a top priority, playing a role in driving not just efficiency but sustainable growth. Major technology players are paving the way, both as exemplars of “moving from talking about AI to applying AI at scale” within their business to launching new products like Microsoft Copilot, Google Gemini, and Amazon Rufus that allow other industries to use AI to power growth.  

EdTech company Chegg is embracing GenAI by developing automated, higher-accuracy question-and-answer services. In entertainment, DraftKings is using GenAI to lower customer acquisition costs and improve its targeting capabilities across its marketing efforts, resulting in it raising its 2024 revenue guidance. In the energy sector, GenAI has helped ExxonMobil leverage automated deep-sea drilling and optimize its widely dispersed field assets, helping it beat earnings expectations. 

To be clear, GenAI faces challenges, with mounting social concerns — and lawsuits — tied to privacy and cybersecurity issues. And then, there are the massive costs associated with training, upskilling and managing new systems. While introducing new technologies into an organization is not new news, GenAI is at a scale that requires massive paradigm shifts for most companies to maximize its positive impact while minimizing the downsides mentioned.  

3. Harnessing Customer-Centricity to Fuel World-Class Experiences 

Companies with the most substantial potential to break through increasingly competitive interconnected marketplaces are discovering ways to harness technologies to enhance customer-centricity, establish deeper levels of relevance and deliver unmatched value. 

In healthcare, CVS Health realized 11.9% revenue growth by harnessing advanced analytics, machine learning, and process automation to predict customer needs and generate tailored care services, such as its ExtraCare loyalty experience. It provides personalized health and beauty products, and members can choose “benefits that best fit their needs.” MetLife uses advanced technologies to create personalized insurance products that cater to specific customer needs and risk profiles. United Health Group, Walgreens and Cigna are all leveraging technologies to coordinate value-based care, enhance digital offerings and improve the patient experience. As a result of these investments, every healthcare company in Prophet’s analysis beat analyst estimates for revenue and earnings in the fourth quarter. 

In transportation, Ford Motor Company brought in a former Apple executive, Peter Stern, to help adapt to the changing EV landscape and build customer experiences through Ford+. CEO Jim Farley describes that hire as “transformational for this strategically vital part of our business.” 

In another way to get closer to customers, GE HealthCare is acquiring MIM Software to complement Predix, its industrial manufacturing cloud platform. MIM Software’s AI and analytical capabilities across practices are reshaping the possibilities of precision care for patients and providers, enabling GE to “meet customers’ most complex and pressing needs, today and into the future,” says CEO of MIM Software Andrew Nelson, proving once more how customer-driven solutions continue to elevate experiences.  

4. Driving Next-Generation Employee Value Propositions 

It is no secret the workplace has vastly changed as executives grapple with the COVID-induced remote-hybrid debate, the repercussions of mass lay-offs and quiet quitting and the undeniable risks posed by rapid automation. Executives in Prophet’s analysis believe their talent are the critical lynchpin to driving the transformative growth most are seeking. Accordingly, many companies are backing up their claims with significant investments and shifts in compensation, development and employee well-being. 

The Home Depot’s 2023 decision to invest approximately $1 billion in annualized compensation for its frontline, hourly associates — even in a down year — illustrates the importance of nurturing what it considers its key differentiator: the “Orange Aprons.” This strategic move underscores the company’s recognition that maintaining a satisfied, skilled, and motivated workforce is essential for navigating economic uncertainties and securing sustained growth. It is paying off, too, with meaningful improvement in attrition rates and an increase in its customer service score by 600 basis points. 

In leisure, Hilton adapted to the changing dynamics of work by launching the innovative “Hilton Work Anywhere” initiative. By enabling corporate employees to work remotely from its global network of hotels, Hilton taps into the growing demand for flexibility and remote work opportunities. Comparatively, Cisco focused on building external economic resilience by partnering with global HR services company Randstad to equip over 25 million people with digital skills through Cisco’s Networking Academy. Such partnerships and reskilling programs are pivotal in powering the future of innovation, growth and global competitiveness. 

5. Moving to Profitable Sustainability Impact 

While sustainability has continued to be a top priority for consumers, more companies in Prophet’s analysis are now proving that “doing the right thing” isn’t the only benefit of pushing an innovative sustainability agenda. For instance, building materials and provider Holcim set a goal of achieving 100% renewable energy in U.S. operations by 2050, and its eco-friendly solution ECOPact concrete, now accounts for 19% of Holcim’s ready-mix net sales. The company is also “driving fast-paced growth in circular construction” through its waste-minimizing ECOCycle practice, helping it differentiate and grow as a leader in sustainable construction. 

Eastman Chemical is working to solidify its position as “a leader in creating a circular economy,” capitalizing on customer demand and growth opportunities by replacing plastics with recycled-content-made products and innovative molecular recycling facilities.  

By embedding sustainability into their core growth strategies and moving beyond 2030 or 2040 Net-Zero Carbon commitments, companies are addressing pressing environmental challenges and positioning themselves as forward-thinking leaders in their respective industries, setting a new standard for corporate responsibility and innovation…and driving sustainable growth. 

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Acknowledgments: Jason Tan, Jane Lee, Zach Lipkin, Mae Mourtisen, Will Littlejohn, Erik Muenster 

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In the dynamic landscape of 2023, the year unfolded with notable brand winners and losers. From AI formally entering our daily lexicon to Elon leaving most of us scratching our heads, the year was truly memorable. To start, noteworthy comebacks were observed with Peloton, UGG, and Cameo (tied to its new savior, George Santos), while Dollar General gained relevance among millennials. On the flip side, Macy’s, Rite-Aid, and Bed Bath & Beyond faced waning – even disappearing – relevance. Once again, we saw Marriott rule the world, launching its 500^th luxury hotel, while stalwart brand winner Unilever admitted it lost its purpose-based way. J.P. Morgan seamlessly absorbed First Republic Bank, while Goldman Sachs and Apple had a breakup, in which the financial powerhouse got the short end of the PR stick. The MLB had its Ohtani moment, the NFL continues to have its pop-star moments, the NBA and NHL welcomed new teenage superstars, Victor Wembanyama of the Spurs and Connor Bedard of the Blackhawks, and Messi continues his enduring reign in the soccer world by joining MLS. 

BeReal, a darling a year ago, is now facing BeReality, similar to both Impossible and Beyond’s daunting market growth challenges. And no one’s sure what to make of the streaming platforms in 2023 as they continue to multiply, fragment and push confusing price tiers. Although the O.G, Netflix, continues to hum along, with revenues growing to $33 billion, and its wildly successful (and somewhat controversial) ad-supported plan coming in for the bargain price of $6.99. Speaking of an O.G., Bravo certainly had a year for the ages, with its massive Scandoval zeitgeist moment on Vanderpump Rules. In contrast, Marvel had its worst year since before Iron Man, who may need to come back and save the day, and Max bid farewell to its older sibling, HBO.   

Speaking of the big screen, who had Beyonce and Taylor Swift’s box office grosses rivaling those of their concerts or A24 being a studio with a business model that would survive two crushing strikes? We can’t talk about brand winners and losers without mentioning Amazon, a multi-year past brand winner, which, in a testament to its enduring prowess, surpassed $35 billion in BTB sales, a marketplace not officially launched until just over five years ago. Or TikTok, which just launched their e-commerce shop with the potential to disintermediate traditional big-box players – we’ll be looking to 2024 to see how this one shakes out.  

To get to the best and worst brands, I once again turned to my 600 global Prophet colleagues for their take on 2023’s biggest brand winners and losers. Unsurprisingly, there was very little debate on which brands ended up on top and which sunk to the bottom. Without further ado, here are 2023’s brand winners and losers. 

2023 Brand Winners 

Taylor Swift

Taylor Swift ‘enchanted’ us all this year, achieving brand strength and longevity that few, if any, can match. Her widespread appeal transcends generations and demographics, even extending into sports where although she may be dating Travis Kelce, the NFL has its own love story with the pop megastar. Swift’s dominance in the entertainment industry is indisputable, with her Eras tour poised to become the first to gross over a billion dollars and subsequently generate substantial economic impact in the cities and countries visited, a phenomenon coined the “Taylor Effect.” As Time Magazine articulated in its Person of the Year article, “She’s the last monoculture left in our stratified world.” 

Ozempic

Dubbed “the worst-kept secret in Hollywood,” the soaring popularity of Ozempic and other semaglutide medications has become an industry spectacle. Originally conceived to assist diabetes patients in blood sugar management, the unexpected side effect of rapid weight loss has led to skyrocketing popularity. The medication is now in high demand, not only from those who can genuinely benefit but also from individuals seeking a swift solution for shedding extra pounds.  With weight loss industry leaders such as, WeightWatchers and Noom taking notice, and strategically integrating semaglutide into their 2023 offerings, we likely won’t see the last of the Ozempic craze in 2024. 

Barbie/Mattel

What an extraordinary moment for an iconic brand that had everyone embracing pink this year! The Barbie movie concluded its unprecedented 12-week run at the box office with an impressive $1.43 billion in ticket sales and multiple records – including highest-grossing film of 2023 and Warner Brothers’ all-time highest-grossing film. Barbie’s impact extended beyond the theaters too, creating a vast ecosystem of partnerships, media coverage, and consumer engagement.  From the Barbie Malibu Café to a real-life Dreamhouse available on Airbnb, curated experiences helped to drive engagement and connection to both the film and the iconic brand. 

Open AI/Chat GPT/Sam Altman

In November 2022, the San Francisco-based startup Open AI unveiled ChatGPT, a chatbot demonstrating the remarkable ability to generate human-like responses. Though not the first of its kind, ChatGPT’s meteoric rise was unrivaled, growing from a niche online phenomenon to amassing a staggering 100 million monthly users in only two months – a faster user growth rate than both Instagram and TikTok combined.  However, it’s important to note the past year has not been all smooth sailing as moral and privacy concerns continue to mount, around the use or misuse of AI.  Nonetheless, Open AI, ChatGPT and Sam Altman have collectively captured both our attention and imaginations. 

Microsoft

Despite the allure of flashiness, Microsoft has continued to impress, solidifying its position as a dominant force in the business world. Microsoft’s enduring spirit of innovation was put on display with its shrewd investment in OpenAI, highlighting a commitment to staying at the forefront of emerging technologies. With its adept handling of the OpenAI situation involving Sam Altman, and CEO Satya Nadella quickly jumping in to announce support for both parties, Microsoft’s brand image was cemented as THE leader in AI, further underscoring Microsoft’s strategic acuity. 

2023 Brand Losers 

Elon Musk and X

In a span of just over a year, Elon Musk’s reputation transformed from eccentric billionaire to controversial narcissist, with disruptive influence on terrestrial and space domains. The pivotal shift occurred with his $44 billion acquisition of Twitter and subsequent rebrand to X. Musk, known for reshaping industries, overhauled X, eliminating checks and balances present on other social media platforms. This ultimately positioned X as a haven for conspiracy theorists– with Musk even personally amplifying attacks on traditional media.  And the reinstatement of divisive figures like Alex Jones eroded more goodwill in the past 12 months than I’ve observed in the past 25 years of studying brands. 

Shein

Despite its upcoming monumental IPO surpassing the $100 billion mark, its popularity on Instagram, and endorsements from influencers like Khloé Kardashian, the stark reality of Shein reveals a troubling history of human rights violations and an environmentally unsustainable business model. The fast fashion giant, as reported by Time Magazine, leaves a staggering 6.3 million tons of carbon dioxide annually in its wake, raising concerns about its impact on both the environment and employee rights, within and outside of China. As Shein’s financial success continues to rise, the question looms: when will consumers become more conscientious about the implications of supporting such practices? 

WeWork

Former brand winner WeWork filed for bankruptcy earlier this year, finally putting a pin in Adam Neumann’s world domination plans for good.  A combination of inflated egos, financial mismanagement, problematic leases, conflicts with landlords and realtors, unhappy tenants, and the impact of COVID contributed to the unraveling of WeWork’s grand plan to transform the workplace with stylish offices featuring perks like free beer, game rooms, and abundant food. While some iteration of WeWork may persist in the future, the company’s valuation, once at $47 billion just four years ago, has plummeted to $45 million, prompting a restructuring plan for 92% of the company’s secured debt. 

Delta

Sometimes a good business can have a bad brand year, and this is the case with Delta. The airline’s shift this past year towards a spending-based status system, coupled with restricted airport club access, encountered widespread social media criticism, helping competitors sweep formerly loyal customers.  Acknowledging the misstep, Delta’s CEO Ed Bastian, recently signaled a reevaluation, stating, “I think we moved too fast, and we are looking at it now.”  Yet, amid additional challenges such as a biohazard emergency on a flight from Atlanta to Barcelona and reported on-time performance issues, Delta continues to navigate brand setbacks, aiming for a more positive trajectory in the year ahead.   

NCAA

In 2023, the NCAA underwent a profound transformation, shifting from modest to sprawling and self-indulgent – prioritizing its interests over those of student-athletes. The advent of NIL deals for high school players, a dynamic transfer portal encouraging shifts from smaller schools to powerhouses, and burgeoning TV deals paving the way for 20-team super leagues resembling professional sports all mark a departure from collegiate ideals. Moreover, scrutiny is warranted on the substantial seven-figure salaries for college sports coaches and administrators. Amidst these changes, the question arises: when will this trajectory cease, and how will mid-tier athletes navigate the evolving landscape?  

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Sheila Shekar Pollak is the Chief Brand Experience Officer at Orvis, a leading outdoor retailer.  

Shekar Pollak brings over 20 years of experience growing and strengthening global, mission-driven brands. Previously, Pollak was with the Gap Inc. family of brands, including the CMO at Athleta where she drove double-digit revenue and earnings growth and launched the iconic ‘Power of She’ brand platform. 

Scott: What are the primary concerns keeping you up at night as a leading marketer? 

Sheila: Team burnout is my foremost concern. The relentless challenges our team faces, combined with the uncertain future, have led to exhaustion and stress. I worry about retaining our talented staff and keeping them motivated amidst these difficulties. We oversee all the marketing, creative and sales channels for our wholesale, retail, e-commerce and adventure business. It’s a lot and we have to find ways to celebrate small wins in this challenging environment. I try to be very intentional and focused on what I’m asking of my team. I am constantly thinking about how to motivate and keep people fired up. How do we stay focused and what can we let go of? For the past few years, it sometimes feels like we’re sprinting an Ironman, and it can be emotionally taxing. So, I’m really focused on the health and well-being of my team.  

Separately, I think a lot about connecting with customers in a meaningful way amid economic uncertainties. For us, a specific challenge is the saturation of products in the market and how to tell a creative and compelling story that resonates with our customers.   

Scott: How have your marketing priorities shifted in response to the current economic environment? 

Sheila: Our focus has narrowed significantly. Coming out of Covid, we had the best years in our 167-year history. The outdoor boom led to unprecedented growth, but as we shifted back to a more typical business cycle, we had to rethink new ways to grow our business – both with current and new customers. We are relentlessly focused on emphasizing product excellence and refining our offerings to stand out in a competitive market.  

Not only do we need to create great products, but we need to tell great stories. To do this, we’re really leaning into creativity and innovation. We’re putting a renewed focus on telling stories that speak to experiences that not only align with our purpose and values but also the nuts and bolts of the product. Our goal is to simplify everything down to making and selling truly great products. 

We’ve always been customer-obsessed, and that continues to be a focal point for us. We’re very dialed into our customers and are constantly monitoring our retention and acquisition opportunities. We have strong customer loyalty but continue to look for new ways to drive customer acquisition. The top of the funnel hasn’t always been a core area of focus for us, and we’re reevaluating our strategy to find new ways to drive acquisition. I do think the current market conditions play a significant role as it’s harder to convince people to try new brands and to spend right now.   

Scott: That’s an interesting point about not focusing as much on the top of the funnel, can you elaborate on why it wasn’t a focus in the past and how you’re shifting your strategy to emphasize the top of the funnel more?  

Sheila: As I mentioned earlier, we saw incredible growth in 2020-2021, and I’d argue that was likely due in part to the natural tailwinds of the macro environment. To continue to drive growth, we’re taking a deep look at our business to make sure we have the foundational pieces in place to continue our forward momentum. We’d like to be the masters of our destiny, so to speak, instead of relying on the economic conditions. So that’s part of our focus on putting a renewed focus on product excellence. Marketing is partnering closely with our product team to create high-quality products that the market truly desires. We recently released a new dog bed that hit a nerve with customers, and we leaned into our storytelling and influencers to tell a story that people connected with. We’re looking for more moments like that to break through by using powerful creativity and storytelling.   

Scott: Can you elaborate on your approach to balancing brand and demand in your marketing strategies? 

Sheila: We’ve been heavily focused on demand, given the pressure to meet revenue goals. However, we also recognize the importance of brand awareness and storytelling. While demand strategies are necessary, creativity and innovation are crucial. I’m a big believer in the brand. We’ve started working with a PR firm and media influencers to share more stories about the conservation work we’re involved with. So, we’re exploring unconventional methods to capture attention and create genuine connections with our audience. It’s about finding the balance between driving sales and building a lasting brand image. Performance marketing alone can’t drive value. While demand will likely still play an outsized role in the near future, to drive real value, brand is a critical component of our marketing investment.  

Scott: What role does AI play in your marketing efforts, and how do you envision its future in your strategies? 

Sheila: We’re in the exploration phase with AI. While it offers real potential in customer targeting and optimizing experiences, I don’t think it’s a replacement for creativity and the human touch. Our brand is about creating experiences that connect people with nature and create lasting and memorable life experiences. I see a real opportunity with AI to enhance our strategies, especially in customer optimization and experience enhancement. However, I’m cautious about losing the genuine essence of our brand. That being said, we do recognize as a leadership team that AI is something we need to wrap our arms around pretty quickly. 

Scott: And finally, how do you manage to break down internal silos within the organization to foster better collaboration across functions? 

Sheila: It starts at the top. Getting leadership on board with the idea of cross-functional collaboration is crucial. Establishing a “first team” mentality, where everyone collaborates for collective success, has been transformative. Building strong relationships between functional leaders, based on transparency, empathy, and mutual benefit, has been instrumental in breaking down silos and achieving better outcomes. I’m lucky because our president is fully bought into this idea. And, with that support, I have been able to build an incredible relationship with our head of product. We’re constantly checking in with each other. It’s the best partnership I’ve ever had – and by adopting the “first team” approach, we’ve been able to accomplish much more, quickly, and with better outcomes. It’s an absolute game-changer when done right.  

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Kelly Jo Golson is the Chief Brand, Communications and Consumer Experience Officer at Advocate Health where she oversees marketing and consumer experience for a leading healthcare system.

Golson brings nearly 30 years of industry experience spanning consumerism, brand, marketing, digital strategy, public affairs and internal communications. A leader with Advocate since 2007, she previously held roles with Methodist Healthcare System, St. Luke’s Episcopal Healthcare and Memorial Hermann Healthcare.

Scott Davis: With all the shifts that have gone on through COVID and now an economic downturn, what matters the most to you right now as a chief marketing officer leading one of the biggest U.S. health systems?

Kelly Jo Golson: You know, there’s a long list of things that matter, right? But one of the things that keeps coming back to me is credibility. Patients and consumers are bombarded with noise and misinformation. Being the voice of trust and reliability, and the place consumers and patients turn to for accurate information and a trustworthy experience is our top priority.

SD: Do you think healthcare has been fairly or unfairly punished over the last three to five years in terms of breaking consumer trust, or is it just the general environment of everything being highly scrutinized?

KJ: Prior to COVID, it was challenging. Patients often came to appointments with self-diagnoses and information they found online. However, I believe the last three years with COVID have helped healthcare systems regain trust. Our experts provided accurate, impartial information at an uncertain time, repositioning the patient and physician relationship and reestablishing doctors as reliable sources amid the chaos of constantly changing information. That trust and the continuous, end-to-end relationship with patients have become crucial factors in our industry and are something we will continue to lean into to ensure we stay relevant with our patients.

SD: It goes way beyond the physician-patient relationship; it’s the entire 360-degree experience. What challenges do you see in delivering this holistic experience, and how are you addressing them? From a marketing perspective, how are you thinking about these challenges and where do you see opportunity?

KJ: Absolutely. Building strong relationships with patients on both the front end and back end of care is challenging but essential. We’ve made strides, especially with high-acuity patients. However, there’s still a long way to go in terms of price transparency, accessibility, personalized self-service, and meeting consumer expectations.

For me, shifting consumer expectations has redefined my role. I’ve gone from being a Chief Marketing Officer to a Chief Brand Officer and, now more importantly, a Chief Consumer Experience Officer. Understanding and meeting consumer needs and expectations have become paramount. Research shows that an exceptional experience has a higher impact on loyalty and action than the care itself. For example, you may have a world-class cardiovascular program, but as soon as someone realizes they’re at risk for heart disease, they are thinking about how easy it is to get in to see a cardiologist. What’s the wait time? How easy is it for them to receive the next level of care and receive relevant communications? These experiences have become increasingly important as people consider their care options. So, our focus has shifted toward ensuring a seamless experience from awareness to care delivery.

SD: You’ve made a significant shift from patient to consumer. Why was it essential to broaden the frame of reference of who’s walking in those doors or on that telehealth call every day?

KJ: Patient experience is still paramount, but we’ve realized that our patients’ changing expectations, driven by their experiences in other industries, require us to become consumer-first. For years, healthcare has been able to put this on the back burner, but with new entrants entering the space, it’s a critical moment for healthcare systems to rethink how we build loyalty. It’s about creating a meaningful relationship with consumers even before they need care, emphasizing wellness over sickness care. Their expectations have evolved, and we need to adapt accordingly.

SD: I know you’ve worked side-by-side with your CEO; how has the evolution of marketing impacted the growth strategy? How do marketing and long-term strategy work together?

KJ: Our growth strategy is deeply intertwined with everything we do in marketing. I’d say we take a three-pronged approach. We recognize that losing even one patient due to poor experience requires acquiring three new ones to compensate for the lost revenue. Additionally, as we transition into accountable care organizations (ACOs), the continuity of care becomes vital. We aim to keep patients within our system for the entire care journey. Lastly, with cost pressures coming into play across the industry, finding efficiencies that allow us to reinvest in places that our patients are asking for is critical. Marketing plays a pivotal role in facilitating this continuity and efficiency.

SD: In today’s environment, we’re seeing budgets being scrutinized and the need to prove ROI for marketing investments. This leads to a conversation we’ve been having with many CMOs about brand and demand marketing. How do you navigate this constant tension between building reputation and driving demand, especially in times of economic change?

KJ: It’s essential to be agile and adapt to the context. We don’t go all-in on either brand or demand; we continually evaluate the situation. We must understand the economic climate, competitive landscape, and our capacity to deliver on our promises. There is no quicker way to damage your brand if you can’t deliver on your promises. Agility is key to striking the right balance and ensuring we’re meeting patient expectations and delivering value. Something that has enabled this agility is having the right mix of talent on our internal teams to support these moves. Within the digital ecosystem, we must be ready and willing to turn the dial up or down depending on our ability to deliver while also meeting the needs of the business.

SD: Building a modern marketing organization is a challenge for many. How have you approached this, especially in the context of rapidly evolving technologies and consumer expectations?

KJ: We’ve been intentional about modernizing our marketing organization. This includes differentiating and creating a standalone consumer insights department, separating brand and marketing, bringing media buying in-house, and developing in-house creative services. We continuously evaluate our structure and its effectiveness in facilitating collaboration and delivering value to consumers.

SD: Lastly, how are you approaching the use of AI in healthcare marketing? What opportunities and challenges do you foresee in integrating AI into your strategies?

KJ: AI holds immense potential in healthcare marketing, particularly in personalizing content, optimizing search, and enhancing the consumer experience. However, we’re cautious about maintaining trust and credibility. We want to ensure that AI augments our efforts without compromising patient trust. Experimentation and learning from industry best practices will guide our AI integration journey.

About Scott Davis  

Scott is a senior partner and the Chief Growth Officer at Prophet. He brings over 20 years of brand, marketing strategy and new product development experience. Scott speaks at and chairs branding conferences such as The Conference Board and the American Marketing Association and is frequently cited in publications like The Wall Street Journal, BusinessWeek, and Forbes. In addition to helping clients unlock uncommon growth, he is an Adjunct Professor at the Kellogg School of Management at Northwestern University and a guest lecturer at other top graduate schools, including NYU, Harvard, Notre Dame, Medill and Columbia. 

Are you interested in talking with Scott? You can contact him here.

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Brad Kreiger is the Chief Marketing and Communications Officer at Cushman & Wakefield and is responsible for the organization’s global marketing, communications and research functions. Within his role, he focuses on building the brand, demand generation, marketing technology and digital platforms, regional and service line marketing and business development activities, and research and thought leadership.  

Before joining Cushman & Wakefield, Kreiger co-founded Hard Hat Hub, a technology startup that created a digital talent marketplace in construction and facilities management. Prior, he spent a decade as SVP of Marketing at JLL, where he oversaw various corporate communications, marketing and business development functions.  

Scott Davis: Given the disruption and uncertainty we have faced over the last few years, how do you approach both executing your marketing strategy and organizing your marketing team?   

Brad Kreiger: COVID started as a big challenge no one knew how to solve. But at Cushman & Wakefield, we had the expertise and a powerful POV within our industry on how companies should operate relative to the pandemic. Some of that came through our experience during the SARS pandemic because we have a significant presence in China. By the time the pandemic had reached the United States, we were three months ahead of many of our competitors, which allowed us to position Cushman & Wakefield as an industry thought leader. That shift in our positioning positively impacted all of our brand metrics, especially PR.   

We have a senior team of economists and market researchers focusing on creating best-in-class thought leadership. I also have a smart, lean and scrappy corporate marketing team that manages PR and content marketing and also sits alongside the team of market researchers and economists.   

And in this uncertain environment, we are constantly evolving our go-to-market playbook. For example, we recently launched a new campaign called “Behind the Numbers,” which features 90-second Tik-Tok style videos from the perspective of a senior economist who just stepped out of a meeting with a client. We see phenomenal reach with these videos, much more than expected for a B2B organization.  

In addition to experimenting with our go-to-market playbook, we’re also doing a lot to mobilize our content by experimenting, taking risks and modernizing our channel mix. We’re also launching crisp positioning and messaging and trying to implement a  marketing strategy that is more B2C in terms of our message delivery, which has worked well and helped us increase our speed-to-market. My team is concentrating on launching quality and relevant content that helps our corporate and investor clients decide their next move.   

SD: It’s incredible how Cushman & Wakefield has taken major disruptions like the pandemic or the return-to-office debate and has risen as an industry thought leader shaping and directing the narrative around these significant events.  

BK: We’re not afraid to stand up and speak the truth as a brand. We saw a great reaction from our clients and the marketplace, so we continued to double down and go harder, which has become our signature go-to-market strategy. We lead with a strong POV and thought leadership. It’s fantastic when that aligns with us driving more revenue, but it can be even better if it doesn’t because it demonstrates the risk we are willing to take as a brand. That type of risk-taking has helped increase our credibility because we are saying things before our competitors and, therefore, have been early on many industry trends.   

SD: How has the relationship between marketing and sales within your organization shifted due to where you are as an organization? Does that relationship feel different than it did pre-pandemic?   

BK: We have a “we’re in it together mentality” because we’ve had some downturns within the market, which has enabled marketing to take the lead on driving demand. The results of marketing’s demand generation wins in the last few years have proven to our salesforce the importance of our relationship and have helped them see that marketing can do things they cannot do on their own. Additionally, our senior management sees the important link between sales and marketing, which is very different from other B2B organizations.  

SD: What is marketing’s role in shaping the overall corporate strategy for your firm, and how has that changed over the years?  

BK: Our organization is in the process of refreshing our strategic goals and business strategy, and marketing has a seat at the table regarding the overall corporate strategy. I also have a position on our firm’s global management team.  

SD: It’s fascinating to see you play a pivotal role in reimaging what Cushman & Wakefield can become and shift the frame of reference for what this business has been for the last 100 years.   

BK: Over the last eight years, the firm has transformed into a multi-billion-dollar global organization. It’s been an incredible transformation. When I think back on the first campaign I launched here, it was the “Welcome to the new Cushman & Wakefield” campaign. Since then, we’ve launched our environmental, social and governance (ESG) and corporate social responsibility (CSR) programs. We’ve expanded into growing sectors like multi-family. We’ve matured our operations and reimagined our global infrastructure. As a member of our senior management team, I always ask myself, “Did the brand keep up with the pace of change?” “Does it reflect who we are and what we want to be in a decade?” We continually ask those questions to ensure our brand strategy meets the demands of our clients and market.  

SD: What is your brand and demand mix today, and what will it look like in the future?    

BK: As a B2B sales organization, and in a very competitive industry, demand and sales enablement will always be our heaviest weight in the mix. Call it 70% of what we do. That might tilt a little heavier to brand during down market conditions as we try to leverage our thought leadership across common client challenges. As the industry continues to evolve and consolidate, I think brand will continue to grow in the mix. The trick is ensuring the brand messages speak to the very disparate corners across the industry with consistency and relevance. 

SD: Given the disruption of the last few years, marketers are often asked to take on greater accountability to demonstrate immediate impact and ROI of marketing investment while creating tighter alignment with the business outcomes. Has that been your experience? If so, how have you shifted your strategy to show impact?  

BK: Currently, my team is working on fully automating our digital funnel to get to the point of measuring the critical metrics within each funnel stage. Our team has people sitting across the marketing funnel and within each stage, we identify the critical metrics to determine what conversion means at that stage in the customer journey.   

SD: Many marketing leaders are experimenting with AI within their organizations. Are you incorporating AI into your marketing practices, and if so, what does that look like?   
 

BK: We are running a lot of AI pilots and projects. We aim to use AI to either accelerate our marketing efforts or scale them, depending on our needs. We’re also experimenting with creative development, such as copywriting or graphic design. For example, with the video campaign series “Behind the Numbers,” we are using AI software to help accelerate our video editing capabilities. It’s exciting and we have an incredibly nimble team across the organization on AI right now. 

SD:  It’s evident that AI is enabling your team to be more efficient, but have you experienced any challenges when implementing AI to drive efficiency and if so how did you overcome them?  

BK:  I feel lucky that our firm has had an AI-backed transformation team now for several years. That’s helped my leadership overcome some of the early challenges around understanding what automation can do. It’s taken some of the fear out of the process. Now that we’re introducing generative AI into our marketing content processes, the challenges are really about training and scaling the process. Which means having strong change management partners. We measure the success based on typical efficiency metrics around shortening processes, but also on quality. Both are critical. I think AI is a means to an end, but you shouldn’t lose focus on the big-picture success metrics of the marketing program. 

SD: How will AI transform marketing in the next few years?   

BK: Big question. It will likely change the entire way the web works and ‘digital marketing’ around it. It might allow us to leapfrog clunky tech development and focus more on connecting data sets. And it should allow us to be more creative. That might sound counterintuitive, but if you think about the energy it takes to generate one creative idea today, we may be able to come up with 50 concepts in the same amount of time. Add that to reducing all the administrative tasks,  what’s left are creative, passionate marketers who know their customers and can use their experience to evaluate the best ways to get messages to market. It’s going to be exciting. 

SD: What advice do you have for marketing leaders and CMOs navigating the uncertainty of the next few years?  

BK: Leading the marketing function is not for the faint of heart. You have to be ready to react to what’s happening and make decisions fast. The world has gotten very complicated, yet organizations are facing pressure to grow at the same pace as when the world was less volatile. All of this is making it even more complicated than ever to get your message out, which is why great marketing leaders listen more than they talk and are aware of their audience and how they make decisions. If you are an old-school leader who thinks that pretty and shiny ads will beat people down with your message, you will not succeed. In this market, you need to meet people where they are and understand how your product and brand need to evolve.  

About Scott Davis  

Scott is a senior partner and the Chief Growth Officer at Prophet. He brings over 20 years of brand, marketing strategy and new product development experience. Scott speaks at and chairs branding conferences such as The Conference Board and the American Marketing Association and is frequently cited in publications like The Wall Street Journal, BusinessWeek, and Forbes. In addition to helping clients unlock uncommon growth, he is an Adjunct Professor at the Kellogg School of Management at Northwestern University and a guest lecturer at other top graduate schools, including NYU, Harvard, Notre Dame, Medill and Columbia. 

Are you interested in talking with Scott? You can contact him here.

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Corporate earnings this season are particularly unique. A global recession, the war in Ukraine, and a virus that is still disrupting normal life are among the many factors affecting businesses small and large, resulting in the first quarterly earnings decline since the onset of the COVID-19 pandemic. 

Leaders are navigating difficult waters as they are tasked with facing the swirl of the macro-economic environment, moving forward from layoffs and identifying new growth opportunities — all whilst budgets are being slashed across industries. Despite this, there are many positive signals stemming from the recent earnings as many leaders are optimistic about a return to normalcy in 2023. 

Prophet looked at close to 100 quarterly earnings results, across varying global industries and sectors, to understand the key drivers of growth, headwinds facing leaders and strategies to move forward in 2023. Here are our learnings on what earnings season could mean as we try to regain balance, agility and growth acceleration in arguably the least predictable time in recent history. 

Top Learnings From This Remarkable Earnings Season

1. No industry or organization was shielded from the impact of a sour macroeconomic and geopolitical environment, with many reactively cutting costs to preserve margins. 

This is a lackluster earnings cycle for most, with “headwinds” as the key buzzword and an average -22% earnings-per-share decline from Q4 2021. In 2022, businesses optimized for pandemic-fueled growth were forced to adjust to a down-market driven by global inflation, foreign exchange fluctuations, COVID lockdowns in China and additional supply chain disruptions.  

As a result, leaders became laser-focused on cutting costs, managing risk and re-evaluating their business model. Banks, for example, are stowing away billions of dollars to protect against rising loan defaults; Harris Simmons, chief executive officer at Zion Bancorporation commented, “We continued to build our loss reserves due to both continued loan growth and the prospect of a slowing or recessionary economic environment in coming months.” Investors are bullish that inflation will slow in 2023, but businesses are managing risk and going lean to prepare for continued pressure. 

2. Despite a harrowing cry that “2023 will be a year of optimization and efficiency”, businesses are sharply committed to returning to growth in 2023. 

While headlines have focused on streamlining costs, the real takeaway from this earnings cycle is what leaders are laser-focused on: improving top-line growth. Many executives highlighted strategies to remain relevant and stay ahead of the competition, such as improving product quality, bringing new offerings to market and investing in customer experience. 

Consumer packaged goods are one of the many industries where executives are investing more in sales and marketing tactics to improve competitive positioning, enhance product superiority, and ensure price increases stick. For example, Mike Hsu, chief executive officer at Kimberly-Clark attributed organic growth in the quarter to “improving our product offering and market positions,” and plans to increase the investment in advertising to “grow the category for the long term”. 

Those who have already been executing these strategies saw unprecedented levels of revenue and customer growth in 2022 — even in a recessionary environment. In fact, Prophet found an 8% average year-over-year growth in revenue for the quarter that ended in December 2022. 

3. Executives are using this downturn as an impetus for transforming their business and reinventing their brand. 

The data is in. Similar to what we saw coming out of the COVID-19 downturn, executives across industries are moving from reactive adaptation to proactive transformation. 2023 has become a fertile breeding ground for brands seeking to drive sustainable, purposeful, and transformative growth. Noel Wallace, chief executive officer at Colgate-Palmolive described how they are betting big on digital transformation as they have now “shifted [their] resources to deliver more breakthrough and transformational innovation” and are confident that, “despite macroeconomic conditions worldwide, we are executing against the right strategy and are well-positioned to deliver sustainable, profitable growth in 2023 and beyond.”  

In healthcare, Eli Lilly & Company is calling 2023 an “inflection point” and “a chance to expand our impact on patients and growth potential as an R&D-driven biopharma company,” and in tech, Amazon is “working really hard to streamline our costs [without] giving up on the long-term strategic investments that we believe can change Amazon over the long term.” While budgets are being slashed, executives are exceptionally clear on the need to preserve investments in firm-wide transformation. 

4. Commitments to environmental, social and governance (ESG) strategies are even more paramount in 2023. 

Pandemic-born ESG strategies were reinforced this earnings season despite a tough macroeconomic climate. Many leaders dedicated time to showing investors how they are measuring up on ESG metrics, such as decarbonization, and activating their investments in the market through new products, solutions and partnerships.  

This is especially relevant given the heightened investment from governments and the private sector in decarbonization, which has the potential to catalyze a mini-boom cycle in the “green” economy. To that end, the industrial sector was particularly vocal on the need to meet “growing customer demand for innovative and more sustainable solutions” (Dow) and “accelerate our transition to a low carbon green economy” (Trane Technologies.) It is clear that economic distress is not enough to dissuade businesses from the imperative of implementing an ESG strategy, especially as consumers are ever more watchful. 

5. People and teams are imperative to the 2023 turnaround as leaders articulated the importance of building a strong employer brand. 

Layoffs are an unfortunate outcome when growth reverses, such as when the pandemic growth bubble popped in 2022. However, executives are now focusing on the path forward as they highlighted strategies to strengthen their core business, better align operating models to their go-to-market strategy and empower remaining employees. Donald Macpherson, chief executive officer at Grainger commented on the need to “strengthen our purpose-driven culture by ensuring Grainger is a place where our team members can be their true selves and have a fulfilling career”, while Bill Rogers, chief executive officer at Truist pointed to leveraging “our increased capacity, expanded capabilities and talented teammates to actualize our purpose.” 

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Chief marketing officers are looking to the year ahead with caution as the story of the economy plays out through 2023. While growing economic uncertainty means almost nothing will be predictable, it also creates opportunities for leaders to shine by doing more with less and leaning heavily into creativity and innovation. On the one hand, CMOs feel pressured to keep in step. They want to move faster and are looking for ways to add speed and tactical agility. But they’re moving more thoughtfully, too. They want to deepen their connections with people at a time when consumers are more conscious about their spending. Importantly, they feel well equipped “to go into battle” as they can lean back on lessons learned from the beginning of the pandemic. 

While building a strong brand is always critical, it becomes more important during economic downturns. When presented with brand choices, consumers are more likely to stick with brands they know and trust–even when given lower-priced options. So CMOs are questioning which moves will best strengthen trust with their existing customer base while finding ways to resonate with more consumers. 

In the coming year, we expect CMOs to: 

1. Flex Into Expanded Roles 

Their titles haven’t changed, but marketers recognize that their sphere of influence is shifting. The marketing function is no longer just responsible for using marketing to deliver value to the organization. They must prove and demonstrate how while taking on more ownership of the growth agenda. That includes uncovering new pockets of growth and figuring out new audiences and opportunities. 

As board-level expectations rise about marketing’s ability to prove its value, CMOs become integrators. They are bringing together different functions, from sales to product to ESG. This expanded responsibility for growth means moving beyond marketing key performance indicators to commercial KPIs, substantiating their impact on growth.  

And that means marketers must embrace a different language, leaving marketing jargon behind as they translate everything they do into the lexicon of business value. 

2. Refocus on Existing Customers Through Their Post-Purchase Journeys 

In times of economic uncertainty, companies should shore up their customer base, exploring new ways to drive loyalty. In lean times, brands must find ways to build trust and stay top-of-mind. Creating better customer experiences is a sure bet. 

The more companies invest in customer experience, the more they learn how to improve it. That means they’re making sure CX is brand-led, differentiated and personalized. The shift comes from seeing CX less as a defensive exercise and more as a positive relationship builder. It’s a way to expand the brand definition, bringing customers closer to its purpose. It creates more meaningfully engaged communities that act as stores of value during challenging economic times and sources of advocacy when conditions improve. 

Only data can inform that level of intimacy, so CMOs are becoming more outspoken about ineffective corporate data strategies. They’re learning that an overabundance of data often means they can’t thread the needle. And they’re constantly re-evaluating the role analytics play in the marketing organization, aligning marketing technology to produce more meaningful insights. 

It’s not just about having the right data. It’s also about having the right talent and teams in place to support the shifting needs of the business. We expect CMOs to continue to prioritize adding insight and experienced professionals who know how to ask the right questions of data and uncover insights that drive growth. 

3. Hold the Line on Brand Versus Performance Marketing Budgets 

The mix matters. And it requires extra attention in bumpy economies. Many companies are already slipping into fear-based budgeting, tipping into demand marketing at the expense of brand initiatives. It’s easy to do so at a moment when the rest of the C-suite is begging for quick results.  

But it’s also a mistake. And the most effective CMOs will make a case for sticking to the 60/40 rule, even as they find better ways to integrate brand as a growth engine. 

And they’ll increase efforts in key areas: 

1. Experimentation: Under budgetary pressure, it’s tempting to back away from unproven channels. Those that continue to test and learn will see the best long-term growth results versus relying solely on quickly outdated benchmarks. But with the stepped-up scrutiny on budgets, experimentation should be agile. It’s okay to redeploy resources if the tests aren’t delivering results.  
2. Channel Strategy: Social media is changing so fast that it requires teams to constantly refine goals and tactics. As TikTok becomes mainstream, Twitter (and new competition) evolves, YouTube gains clout and the metaverse beckons, brands need to constantly chart new directions. Few brands can–or should–be everywhere. But they all need to know how and why their customers use social.  
3. Reporting: Tracking and socializing results should be done through business outcomes, not marketing metrics. This makes it more possible to connect brand and demand performance. No one in the board room wants to hear about clicks. The point of reporting is to evaluate past performance and make better, more effective strategic decisions for future efforts, getting the most out of limited resources. 

4. Welcome More ESG Moves into the Marketing Tent 

As governments, investors, employees and customers demand more accountability, environmental, social and governance policies are under the microscope–and their weaknesses are showing. Marketers can and should take on more, addressing the many ways ESG issues directly impact brand value. More CMOs are putting sustainability commitments and public announcements on the front of bottles, addressing it in packaging and formulation.  

They’re becoming more aware of how vulnerable brands are to greenwashing claims. That means focusing on the key proof points needed to substantiate ESG efforts.  

But most importantly, CMOs recognize that ESG has become a customer preference and a strong one. People want companies to make less harmful products and to behave responsibly. It’s no longer possible to think that only subsets of consumers care about the planet or labor practices. It’s a trend that will only intensify. 

We’ll see more businesses realize that ESG shouldn’t be thought of as a single set of initiatives. It’s a commitment a company makes, which then translates into many facets of operation and consumer engagement. 

5. Rewrite Their Personal Purpose 

Many CMOs are facing a significant amount of internal and external headwinds which can lead to a sense of frustration by not being able to deliver the impact they’re looking to achieve. While their creative energy and strategic skills may have propelled them to the top job, the harsh challenges of the last few years have sucked much of the fun out of their careers. Bludgeoned by the Great Resignation, skirmishes over hybrid work policies, positions that seem unfillable and looming economic storm clouds, many feel more like survivors than visionaries. They have less freedom to be creative. And motivating teams while managing department-wide burnout takes much more of their time than it once did. 

While the last few years may have presented a number of challenges, there’s ample opportunity to start taking their purpose-branding lessons to heart and redefining their career goals. Expect to see CMOs applying the lessons from tough times to dig deeper for motivation and find new ways to reignite their passion for marketing. Their goal is to transform resilience from a corporate buzzword to a personal mantra. 

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