Brand

Summary

Available May 6 – David Aaker returns with a timely and essential second edition of Aaker on Branding, 11 years after the original release. As today’s marketing landscape becomes more dynamic, disruptive, and digitally driven, Aaker delivers new insights to help leaders build, communicate and scale strong brands across categories. 

In Aaker on Branding: Second Edition, Aaker introduces the “5B’s of Branding,” a powerful framework designed to help brands stand out in crowded, ever-changing markets. With fresh case studies, brand-building strategies and practical tools, this edition is essential reading for anyone navigating the modern marketing world and aiming to lead with impact. 

This book distills decades of Aaker’s work, covering brand strategy, portfolio management and execution. Updated with seven new chapters on brand communities, disruptive innovation and the 5Bs—this revised edition is a must-have for brand builders seeking to drive uncommon growth. 

Highlights 

  • New “5B’s of Branding” framework for brand-led growth 
  • Modern brand-building strategies for a digital, socially connected world 
  • Updated cases and insights from leading global brands 
  • Guidance for marketers at every stage—from CMOs to managers 
  • Lessons on building brand platforms that drive strategy and inspire culture 

Endorsements

“David Aaker is one of my favorite brand authorities because he understands that the modern brand is an asset that should create value and drive strategy for corporations. His latest treatise is brand dynamite.”

Beth Comstock
Brand Strategist and Former CMO of GE

“This updated edition reminds us that branding is more important than ever. With Aaker’s sharp thinking and timely insights, marketers will find the tools they need to lead with confidence.”

Antonio Lucio
Former CMO of Facebook and HP

About the Author 

David Aaker is the Vice Chairman of Prophet and Professor Emeritus at the Berkeley Haas School of Business. Named the “Father of Modern Branding” by Phil Kotler, he is the author of 18 books and over 120 articles on branding and marketing. Aaker has been recognized as one of the world’s top business thinkers, and his work has been cited more than 160,000 times. His books have sold over one million copies worldwide and shaped how generations of marketers think about brand strategy. 

Connect 

Want to feature David Aaker on your podcast, at your event or in your publication? Connect with us.

Explore how David and Prophet can help your organization unlock brand-led growth through modern frameworks and signature strategies. 

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Building a Strong CEO Brand: Strategies for Elevating Thought Leadership 

A CEO’s personal brand isn’t just about visibility—it’s a strategic driver of trust, differentiation and long-term business growth. 

The Power of a CEO’s Personal Brand 

In today’s business landscape, a CEO’s personal brand is more than just a reflection of their leadership—it’s a strategic asset that influences company success, investor confidence and market differentiation. Thought leadership, when effectively leveraged, can enhance a CEO’s authority, build trust with key audiences and unlock new business opportunities. 

Recent studies reinforce this trend. According to PR firm APCO Worldwide, 77% of adults say a CEO’s reputation impacts their willingness to invest in a company. Another study by Harris Poll found that investment in CEO thought leadership yielded a 14x ROI. These insights highlight the growing importance of personal branding—not just for Fortune 100 executives, but for leaders across industries looking to drive uncommon growth. 

Why a Strong CEO Brand Matters 

At Prophet, we’ve successfully implemented thought leadership strategies for C-suite leaders across industries, from commercial property insurance to data management firms. Our work has demonstrated that a well-crafted CEO brand can: 

  • Enhance brand authority and credibility 
  • Strengthen customer and investor relationships 
  • Attract and retain top talent 
  • Differentiate the company in a competitive marketplace 
  • Maintain brand visibility, particularly in times of economic uncertainty 

Unlocking Thought Leadership Potential 

A CEO’s personal brand should complement existing brand and marketing efforts while creating an authentic and compelling leadership presence. The CEO brand should complement the organization’s brand either through direct alignment or through complementary attributes to create a consistent presence in the market. Thought leadership provides CEOs with a platform to share their unique perspectives, positioning their company as a category leader and increasing market influence. During periods of market volatility, a visible and confident CEO can reinforce stakeholder trust and sustain brand momentum. 

The Action Plan for Thought Leadership Development 

Developing a CEO’s thought leadership requires a structured, multi-step approach. Below are key actions to take: 

1. Audit Current Presence & Study Industry Leaders 

Begin by assessing the CEO’s current digital footprint, media presence and industry influence. Analyze social media activity, press coverage and public speaking engagements to identify strengths and areas for improvement. Comparing against other industry leaders can provide useful benchmarks and help an executive choose the right archetype that both fits their style and what the business needs.  

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2. Define Key Topics, Audiences and Channels 

Create themes with key stakeholders that align with the company’s vision and resonate with target audiences. Prioritize topics based on relevance, impact and alignment with the CEO’s expertise. Identify key audiences—employees, clients, investors and media—and select the most effective channels for engagement (social media, press, events, etc.). Topics may arise that are important but that better suit another voice in the C-suite. 

3. Develop an Actionable Strategy and Timeline 

Integrate thought leadership into the broader marketing and PR strategy. Outline content deliverables such as blog posts, op-eds, LinkedIn articles, keynote speeches and videos. Assign responsibilities and set timelines to ensure consistent execution and alignment with the organization’s goals. 

4. Implement a 12-Month Activation Plan 

A structured rollout is essential for building momentum. Here’s a sample quarterly roadmap: 

  • Q1: Strengthen online presence by increasing social media engagement and publishing industry insights. 
  • Q2: Secure media placements, guest articles and interviews to establish credibility. 
  • Q3: Obtain speaking opportunities at industry events and participate in thought leadership panels. 
  • Q4: Analyze performance, refine the strategy and plan for the upcoming year. 

Where Thought Leadership Lives: Key Channels 

The effectiveness of a CEO’s thought leadership depends on selecting the right platforms for engagement: 

  • Social Media: LinkedIn remains the most effective channel for executive thought leadership, while platforms like Instagram, X (formerly Twitter), Reddit, YouTube and BlueSky can provide additional reach depending on the industry. 
  • Media & Press: Securing articles and interviews in reputable industry publications and mainstream outlets can amplify the CEO’s voice. Your PR firm can help your leader also be a go-to for certain areas of expertise. 
  • Speaking Engagements: Conferences, podcasts and webinars allow CEOs to showcase expertise and connect with peers. 
  • Internal Communications: Engaging employees through internal messaging channels strengthens company culture and reinforces leadership. 

The Long-Term Impact of a Strong CEO Brand 

A well-executed thought leadership strategy builds sustained momentum, driving long-term brand awareness, credibility and market differentiation. By proactively managing their personal brand, CEOs can steer their organizations through uncertainty, foster trust with stakeholders and drive meaningful growth. Ultimately, a visible and authentic CEO presence is a powerful tool for maintaining competitive advantage in today’s fast-evolving business environment. 

Brand Building

FINAL THOUGHTS

“Uncommon Growth” is what we define as high-impact, sustainable growth that is smarter, faster, more human and more actionable. Executive thought leadership is another lever to help enterprises of all sizes achieve it. 

Talk to us about building your executive team’s thought leadership strategy.  

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The Brand and Demand Love Story: Unlocking 2025 Growth in Southeast Asia

Strong relationships rely on both types of marketing to power exceptional growth.

Consumers in Southeast Asia (SEA) are changing daily, requiring brands to undergo rapid transformation to stay relevant. Leading companies are using data and AI to deliver hyper-personalized experiences to the region’s young, tech-savvy consumers. They are embracing sustainability to reflect consumer values.  

In this dynamic interplay between consumer expectations and tech innovation, these innovative companies are setting the stage for a new era of marketing. Exceptional marketing teams know they must integrate brand and demand throughout the entire customer journey in ways that mutually reinforce one another to drive growth.  

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Brand-led experiences encourage exploration and advocacy, creating long-term relationships. Demand-led initiatives help customers use products and services most fully and keep the brand voice and promise front and center. In short, brand changes perceptions. And demand alters behavior. Both are vital. And when they are interwoven at each stage of the customer’s journey—from consideration, purchase and onboarding—organizations are more likely to find success. 

Prophet’s latest research has unveiled the key actions that winning companies across the world have in common, from which we identified four core principles that are especially important in SEA.  

Adapt Quickly: Embrace Experimentation with a Growth Mindset 

The digital savviness of SEA’s young consumers is growing and changing so fast that marketers can barely keep up. Companies are exploring new technologies more quickly, scaling what works and discarding what doesn’t.  

Companies know it’s not enough to be an early adopter – they want to be ahead of the curve. They need to codify an experimental approach to new channels and tactics.  

While not all marketers do this well, Prophet’s latest research has found clear trends among the most successful marketing organizations. Compared to companies that lag the average, these higher-achieving CMOs are courageous, lifelong learners, with 82% saying they are willing to try new processes, compared to 61% of CMOs from less successful firms. They are at ease leading teams with people with more expertise, at 80% versus 64%. And they are far more likely—71% versus 48%—to say they support their teams in experimentation, even through failures. 

Shopee is one of the region’s best examples of adaptability. This innovative e-commerce online platform provides customers easy, secure and fast online shopping. It keeps up with young people by consistently adapting to the region’s evolving e-commerce landscape by swiftly incorporating gamification and fintech services. For instance, Shopee has effectively integrated social commerce features like Shopee Live which allows sellers to showcase products in livestreams and enables direct interaction with buyers, creating an immersive shopping experience and accelerating purchasing decisions. Shopee Live played a crucial role in Malaysia and Thailand’s 9.9 Super Shopping Day, boosting sales by over 6x. 

However, this growth couldn’t happen without a concerted integration of brand and demand. Long-term brand visions are built with consistent brand-building activities in its memorable marketing campaigns. Shopee’s annual 9.9 Super Shopping Day campaign embodies its core values of simplicity, joy and community, building strong brand recognition and excitement. With a brand DNA that is centred on fun, Shopee is able to deliver engaging experiences to continuously drive demand, foster loyalty and sustain growth.  

Increase Customer-Centricity: Data is the Engine 

Many organizations are rich in data. But who “owns” it and how efficiently that data is shared and used makes all the difference. In the most successful organizations, the marketing team is also the most customer-obsessed. They are responsible for customer insights and data, utilizing them to better inform brand and demand efforts – from reinforcing positioning and value propositions, targeting and segmentation, to building a robust loyalty program. 

In companies that most effectively balance brand and demand, customer data and insights are tied to measurable business outcomes.  

DBS Bank, based in Singapore and operating in 19 markets across Asia, blends a customer-centric approach with data-driven personalization and seamless brand-demand integration. Its latest brand campaign, “Trust your spark,” is a brand effort that humanizes banking through real-life stories, evoking emotion and strengthening connections. Using YouTube Instant Reserve, DBS Bank personalizes content with audience interests—food lovers see ads on reducing food waste—enhancing engagement. Using first-party data from Google’s Analytics 360, the bank tracks customer journeys, optimizing ad spend and re-engaging audiences effectively. This data-driven strategy fuels measurable impact, with 15% of new business-related loans and SME products originating from Sparks viewers. With these insights, DBS Bank can make data-driven decisions to optimize future brand campaigns, ensuring its marketing efforts resonates emotionally while driving tangible business results. 

Integrate Short-Term Tech Wins with Long-Term Brand Building 

The rise of tech-enabled demand-generation tactics is reshaping marketing across the region. From predictive analytics and automation to real-time personalization, companies are leveraging technology to drive immediate customer acquisition and conversion at unprecedented speed. According to the e-Conomy SEA 2024 report, most organizations in the region can transition from an initial idea to execution in just six months, with 70% reporting a favourable return on investment (ROI) attributable to GenAI workflows within a year of implementation. 

While these tools accelerate short-term wins, brands must resist the temptation to prioritize quick gains at the expense of long-term brand building. Brand and demand cannot be seen as trade-offs, but as complementary forces. Prophet’s research found that the most successful leaders are those who confidently measure and manage the long and short-term simultaneously. In our study, 84% of marketers who are top performers can manage short-term and long-term KPIs effectively, compared to only 57% of all respondents. The key is “bothism”—embracing the power of tech-driven growth while making sustained investments in brand building. 

POSB Bank, a subsidiary of DBS Bank in Singapore, exemplifies the “bothism” approach by integrating tech-enabled demand generation with brand building in its recent “Treat Yourself Right” campaign. Using AI-powered age-morphing visuals, POSB Bank crafted deeply personal and relatable narratives that illustrate the evolving financial needs of Singaporeans over time. This reinforces POSB Bank’s position as a lifelong financial partner, fostering stronger brand affinity.  

Shangri-La Circle, a five-star luxury hotel brand’s loyalty program in Asia, is pioneering the future of hospitality with its technology by driving immediate operational efficiencies while simultaneously investing in initiatives that enhance the guest experience and build long-term brand loyalty. Shangri-La leverages advanced technology, including NeXRobot for contactless in-room service, a WeChat Mini Program for seamless guest requests and a smart check-in system to reduce staff workload. At the same time, a user-centric booking experience and an AI-powered local marketing platform help personalize guest interactions, optimize customer journeys, and strengthen brand loyalty across its global network. These show that brands can integrate technology seamlessly with the brand experience, ensuring that short-term wins and long-term brand equity coexist in a modern marketing strategy. 

FINAL THOUGHTS

True integration of brand and demand is more than a budget split—it’s about weaving both strategies into a seamless customer journey. By balancing logic and creativity, and fostering a culture of respect and trust, businesses in SEA can unlock exceptional growth and long-term relevance. 

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Expert Roundtable: The Brand vs. Demand Marketing Dilemma

Three senior experts from PepsiCo, Suntory and WARC share their perspectives on how marketing drives sustainable growth by integrating brand and demand. 

For over a decade, the role of the marketing organization has undergone a continuous evolution. It has become a growth engine with the expectation to drive greater revenue for existing businesses while also identifying, sizing and pursuing new sources of growth.  

Under intense competition, businesses in Asia and across the world are faced with an urgent need to identify new growth pathways within saturated markets. Meanwhile, the pressure for financial performance, combined with the rise of digital technologies and AI, as well as the stronger capability to quantify results in demand marketing, have made the tension between long-term brand building and short-term demand generation increasingly evident. 

Today’s marketers are being asked to do more with less. Balancing long-term brand building with short-term demand generation has become a pressing issue.  

We interviewed three senior marketing experts from PepsiCo, Suntory Global Spirits, and WARC to share their insights about balancing brand and demand marketing: 

Yan Rives 
Marketing Director, Suntory Global Spirits 

Lizzie Li 
Consumer Insights Director, PepsiCo   

Jenny Chan
Editor, WARC

In today’s market, do brands today still need to communicate clear values or a point of view? 

Jenny: Amid fierce competition, brands need strong values more than ever to build a competitive edge. Consumers are reevaluating their consumption priorities and expect brands to align with their values. A brand’s attitude must not only stay true to its DNA but also keep pace with the times. Brands need to understand the differences between subcultures, ensure authenticity and differentiation, and express empathy and understanding toward consumers. 

Lizzie: I completely agree. Many brands today chase short-term performance but overlook the fact that short-term gains are built on long-term brand equity. Brands need to continuously reinforce and solidify their values to remain resilient in a fast-changing market. Simply put, short-term gains cannot exist without long-term brand building. 

Yan: I believe every brand needs a clear value proposition, but not every brand needs a point of view, which must be authentic. My take is: if you don’t have a genuine point of view, don’t fabricate one. We have seen numerous brands take stances on social issues but come across as insincere. If a brand truly has a set of core beliefs and knows how to bring them to life — in a way that is authentic and true to your DNA — that’s when it becomes a powerful brand strategy. 

What is your perspective on the strategy of dominating a specific sub-category for all relevant consumers, as opposed to initially focusing on a distinct group of target consumers? 

Jenny: These two approaches are complementary. On one hand, identifying and capturing a key group of consumers helps brands expand market share and build associations. On the other hand, focusing on sub-categories enhances brands’ competitiveness in specific sectors. However, brands need to establish multiple category entry points (CEPs), including emotional and occasional associations. By broadening these entry points, brands can more easily become the top choice in consumers’ minds. 

Yan: I think it’s important to align your strategy with the brand’s resources and market realities. In highly competitive environments where hundreds of brands vie for limited opportunities, it may be more reasonable for niche brands with limited resources to focus on winning with specific channels or consumer groups, rather than attempting to boil the ocean. Another factor to consider is whether your brand has the potential to gain unprompted advocacy — i.e., whether your customers already promote your brand on your behalf. This is often more effective in capturing niche audiences than large-scale advertising. 

Lizzie: I believe the increasingly niche sub-categories are the efforts of brands seeking growth when they have little choice in a saturated market. Truly sustainable growth requires balancing both types of strategies — starting with specific audiences and addressing their needs that are more universal before expanding to a wider audience, creating traction across different audience groups. This strategy combines focus with scalability. 

During an economic slowdown, when consumers are more cautious in their spending, how should brands adjust their marketing strategies? 

Yan: The answer to that question depends on what you’ve been doing in the past. If your sales have been mostly fueled by brand equity, you’ll be fine – think Hermès reporting surging growth quarter after quarter.  Cautious consumption is about searching for better value, which is not always equivalent to a lower price. The famous “lipstick effect” as well as the latest reports on China’s shopper behavior across various product groups, suggest that consumers want to reward or treat themselves even more when the future is no longer as certain as it used to be. 

Lizzie: Absolutely. The market is oversupplied and consumers are more rational, But rationality doesn’t mean they only care about functionality. If a brand only offers functional benefits, there are too many generic, white-labeled alternatives, making it impossible for brands to charge a premium. Therefore, brands increasingly need to solidify their core assets, build emotional connections with consumers, and create a competitive “moat” around the brand. For example, while there exist many cheaper alternatives to Uniqlo, its brand philosophy of “LifeWear” resonates deeply with consumers, who still choose to buy its products. 

Jenny: I’d like to add that even during a consumption downturn, brands shouldn’t rely solely on price cuts and discounts as a tactic, as this harms long-term brand loyalty. Consumers nowadays are reevaluating the balance between price, quality and service. The key question becomes: is your product truly worth its price? If the answer is yes, consumers will still find it valuable even during a downturn. 

What are the key challenges in integrating brand building and demand generation? What are the experiences of your organization?  

Yan: The key challenge is — and has always been — reaching the right balance in building physical and mental availability. At Suntory Global Spirits, we start by leaning on growth truths that are deeply integrated into our three-year and annual planning. Those truths provide directional guidelines on the split between demand creation and demand conversion, specific to brand life stage and nuances of the specific market. We deploy a cross-functional approach for course correction and continuous improvement, providing a forum to address topics beyond mere performance management, such as consumer feedback on innovation, challenges in specific channels, and the impact of marketing activities.  

Jenny: I think the biggest challenge is balancing short-term and long-term strategies. Treating brand building and demand generation as opposites limits overall marketing effectiveness. From company culture to budget allocation and creative processes, we need to “do both,” fundamentally shifting away from an either-or mindset. 

Lizzie: Integration of brand and demand is a very difficult challenge. It requires brands to create more comprehensive evaluation criteria — not just focusing on sales data but also tracking brand health. In terms of talents, besides specialists, we need more generalists. Marketing leaders also need more space for regular assessments and reflection. 

What role does consumer insight play in the marketing organization? 

Yan: Insight is a starting point for the work of marketers. Synthesizing insights into briefs or recommendations has become increasingly difficult as the number of sources has proliferated. It’s amazing how AI makes this process both easier and more complex at the same time. In a world of data abundance, qualified insights teams, strategists, as well as senior marketers who can foster high-quality judgment within the organization, are more important than ever. 

Lizzie: The insights department is a core capability of any organization, driving the shift from a manufacturer-centric view to a consumer-centric one. In a complex market, we need to cut through the noise, identify key insights and synthesize them to create tangible growth opportunities for the organization. Data alone doesn’t speak; its true value comes from human interpretation. Staying curious and adopting an outside-in perspective is essential to truly understanding consumer needs. 

Prophet’s research demonstrated that pitting brand against demand marketing limits  impact. Organizations that adopt an integrated approach are more likely to drive outstanding business results. We identified six key actions: 

  • Ensuring brand and demand teams share strategy and focus on business outcomes 
  • United by a passion for delivering against customer needs 
  • Integration is not about compromise, but about being great at both, and combining creativity and logic to get there 
  • The best organizations know it won’t be easy – they expect to fail sometimes but enjoy the ride 
  • Thinking long and short-term at the same time with measurement systems that track both 
  • Marketers are inside of, and part of, organization ecosystems working closely with CEOs, CFOs, CTOs and sales 

FINAL THOUGHTS

Prophet’s team of brand and marketing experts helps you develop holistic marketing strategies that integrate sustained brand and demand investment to create and deliver value.

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2024 Brand Winners and Losers

From Walmart, Nvidia, YouTube, Bitcoin and the WNBA to Jaguar, Boeing, Starbucks, Ticketmaster and X.

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.

FINAL THOUGHTS

One thing is clear: 2024 was one for the brand winner/loser record books. We would love to hear from you – which brands did you think were the biggest winners and losers this year?  

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Beyond Boundaries: 5 Steps for Creating Iconic Destinations 

Discover how destinations can craft compelling brands and implement strategic approaches to attract global travelers, foster emotional connections and stand out in a competitive market.  


As we approach the end of the year, tourism has shown strong signs of a full recovery with today’s travelers relishing the freedom to explore. International visitors to the Middle East are especially eager: it’s the only region to have surpassed 2019 levels, up 22% last year, according to the United Nations’ World Tourism Barometer. Europe is close behind. And while that rising tide of tourism is generating record spending, it also presents a unique challenge for every country, city and region striving to attract visitors. What makes people pick Dubai over Denmark? A weekend in Istanbul instead of three days at a spa? The Abu Dhabi Grand Prix versus Monaco? 

Even the most established and well-known destinations must actively work to attract every visitor, while new and emerging locations need to go further to gain attention on the global stage. They must build compelling brands that not only resonate with consumers but are also grounded in consumer insights, strategic rigor, creative innovation and an unwavering commitment to a unified vision. In this fiercely competitive arena, cities and countries aren’t just vying for tourists. They’re looking to cultivate a tourism base that drives economic growth and leaves a lasting impression on visitors. Often, they’re competing against regions with far larger marketing budgets. Winning requires sharply defined target audiences, inspiring first-time visitors and turning them into lifelong advocates.  

To stand out, every city, region and country must craft a unique narrative that sets it apart. At Prophet, we believe there are five critical elements that every destination should consider when building and strengthening its brand.  

1. Tap Into Travelers’ Desires and Needs 

Successful destination branding begins with a deep, authentic understanding of today’s travelers, who care more about experiences, environmental responsibility and the positive impact on local citizens. Fresh consumer research acts as a guide for destination marketers, revealing traveler preferences, perceptions and untapped opportunities. This insight enables brands to make strategic choices about which traveler segments to target and how to best appeal to them in the race to relevance – whether with luxury shopping experiences or family-friendly excursions.  

For example, the enchanting city of Istanbul, consistently a Top 10 destination. Istanbul continues to feed this fascination through research, curating experiences catering to history buffs craving a glimpse into the city’s storied past and millennials seeking Instagram-worthy moments amidst its bustling streets.  

Consumer insights also shaped our recent collaboration with the Department of Culture and Tourism as we worked to develop the destination brand for Abu Dhabi. We realized that in a world that never stands still, Abu Dhabi reawakens curiosity, inviting visitors to experience the city at their own pace. While traditional destination branding focuses on landmarks and attractions, this visitor-centric approach is rooted in four vital human passions: Inspiration, excitement, restoration and prosperity. It appeals to a broad set of travelers and showcases the Emirate’s breadth, from the Louvre Abu Dhabi to star gazing at the Al Wathba fossil dunes. The global “Find Your Pace” campaign aimed at inspiring curiosity for every type of traveler, invites them to escape the hustle and bustle of everyday life and discover their ideal pace amidst the Emirate’s serene surroundings. It’s working. This traveler-focused strategy has driven impressive results, including an 82% boost in awareness and a 75% rise in consideration.   

2. Transform Perceptions and Challenge Old Ideas 

Tourism can be a significant driver of economic growth, generating revenue and creating jobs. By shaping positive perceptions, destinations can attract more visitors, strengthening local economies. For instance, Saudi Arabia’s “Visit Saudi” campaign has challenged global perceptions through stunning imagery and captivating storytelling, presenting the Kingdom’s diverse landscapes, cultural heritage and modern marvels. Through visually striking and compelling narratives, Saudi Arabia has successfully repositioned itself as a must-visit country, welcoming over 100 million tourists in 2023 – a milestone it initially didn’t expect to achieve until 2030.  

3. Personalize Experiences 

As today’s consumers increasingly seek tailored experiences, destinations must move beyond generic marketing. Oman has positioned itself as a haven for intrepid adventurers and luxury seekers, with rugged landscapes and tranquil oases that offer a sanctuary for discerning consumers looking for authentic encounters. While Jordan’s eco-tourism and Morocco’s culinary and scenic offerings attract diverse traveler types. By appealing directly to specific preferences, these brands create authentic, memorable experiences that resonate deeply with visitors. Cultural nuances add depth to these campaigns, helping destinations inspire one-of-a-kind vacations.  

4. Create Emotional Connections 

Emotion lies at the heart of every memorable brand, especially those offering transformative travel experiences. Destinations like Egypt understand they’re marketing emotions, not locations. By repositioning its ancient wonders as symbols of adventure and luxury, Egypt has redefined its appeal.   

The best brands use every sensory opportunity to stoke these emotions with powerful visuals and well-thought-out verbal expressions, evoking powerful feelings of relaxation, awe or excitement to make their destination unforgettable.  

5. Embrace and Respect Local Culture 

Sustainable destination branding must respect and preserve local culture, which is increasingly valued by conscientious travelers. This interest fuels demand for immersive experiences, from visiting local farmers to shopping with native designers. People want to see more than a hotel lobby or the view from a tour bus. They want to know who the local people are, so cultural immersion and local tours remain a top priority. 

To strike the right balance, destination brands need to avoid clichés, celebrate authentic local heritage and emphasize respectful, sensitive marketing. By focusing on authenticity, brands foster meaningful connections, cultivating understanding between visitors and local communities, creating a win-win for travelers and locals alike.  

FINAL THOUGHTS

A visitor-centric approach, creatively inspired and powered by consumer data, can unlock many opportunities. Destinations that stand the test of time and drive economic value creation understand their target audience and carve out a unique position in the market. Unlocking relevance, ensuring authenticity and building connections is the route to success.  

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How Verbal Brand Tactics Can Boost Business Resilience 

From AI to Gen Z, disruptive forces are challenging the delivery of your brand promise. Here’s how an innovative verbal strategy can protect it. 

Today, verbal branding has become a critical strategy that powers everything from the ethos and expression of a brand’s positioning to the defining characteristics of its personality and tone to its advertising, marketing, content, sales and experiences. 

But a confluence of fast-moving forces are disrupting how brands deliver on their promise. As behavioral and attitudinal trends evolve and accelerate, the role and impact of a brand’s verbal identity are evolving too.  

Growth-oriented brands looking to stay ahead will need to adapt their verbal strategies to navigate new — and sometimes seemingly competing — imperatives to maintain relevance, share of voice, ROI, growth and resilience.  

Tension #1: Showing Up Authentically in an Era of Skepticism 

Consumers increasingly want brands to be authentic, share their values, and communicate transparently. Indeed, 86% of consumers say authenticity is crucial when choosing brands to support. And 92% of marketers believe consumers perceive their content as authentic — yet 57% of consumers think less than half of brands actually are authentic. 

It may feel difficult to balance authenticity with credibility; you want to communicate expertise, leadership and your competitive differentiation, which might feel at odds with younger consumers’ preferences for less polished, imperfect and casual content, especially on platforms like TikTok and YouTube. 

At a time when 52% of consumers say they keep authentic brands in mind when considering future purchases, but 20% would unfollow a brand if it appeared inauthentic, getting the balance right is critical.  

Takeaway

It’s not always clear what being authentic means, looks like and requires across the organization at both the macro and the micro level. So, it’s important for stakeholders to work cross-functionally to unpack and define authenticity — is it being more transparent? More relatable? Is it a tonal shift? Operational? — for the brand and customers, along with how you might deliver. 

Macro authenticity might include instituting new ways to support transparency, like codifying a process to stay ahead of and communicate changes, such as price increases, to your audiences. It could mean taking a fresh look at your organization’s values and instituting new behaviors and metrics. Maybe it means operationalizing empathy, such as integrating new social listening and response tools. It could mean updating your marketing plan to include relevant niche micro-influencers instead of major influencers (or using influencers for the first time). 

On the micro level, authenticity might mean softening hard-sell language and hyperbole on your website, updating call center scripts, incorporating short-form video and behind-the-scenes moments, rewriting product descriptions so they read plainly, adding customer testimonials and using a more conversational, approachable or inclusive tone. This can build trust and a willingness to follow, driving engagement, affinity and loyalty.  

As brands strive to be more authentic and accessible through language and tone, it can be tempting to mirror popular slang. The problem is that language changes fluidly—and quickly, driven by social media and today’s digital instant feedback loop. That means it ages just as quickly; what worked two years ago can already feel incredibly out of date, or worse, out of touch. In fact, some reports show language changes happening within a year.  

The rate of linguistic change can make different cohorts feel like they’re speaking entirely different languages at times. For instance, in one report, 30% of Gen X workers said they struggle to understand millennial and Gen Z co-worker slang. Yet brands still need to connect in a way that’s modern and relatable.  

The answer isn’t to brush up on Gen Z or Gen Alpha slang. As Jessi Greiser, an assistant professor of English Linguistics at the University of Tennessee, Knoxville, said in an interview, “One of the death knells for slang is when it shows up in corporate social media. When [brands like Wendy’s are] saying, ‘Come vibe with our Baconator’ — that’s it. It’s over.” 

So, if the solution isn’t to add a bank of slang to your brand book, what should brands do to authentically connect? 

Takeaway 

First, know there’s a difference between how your audiences speak and how they want to be spoken to. In some of our work across media and entertainment, for instance, we found Gen Z content creators want brands to speak to them, not like them, preferring a tone that sits between professional, conversational and encouraging.  

Second, dive into your customer data, social listening tools and key metrics, and/or conduct new research to find the sentiments, attitudes and behaviors behind your audiences’ communication styles. Do the same to surface their communication needs and preferences, then update your tone of voice principles to play in this sweet spot.  

And third, don’t look at your verbal identity as something fixed and static, but rather dynamic, kind of like the “middleware” between the brand strategy and in-market activation. Just like software, it needs regular updates. Create intentional processes and cadences for teams to check in on the verbal brand regularly, say every six months, surfacing insights from digital marketing metrics, A/B copy tests, social listening, customer feedback, focus groups and the like. 

Tension #3: Balancing Performance Strategies with Brand Storytelling 

For the last 20 years, brands have increased their investment in demand or performance marketing and, along with it, focused on metrics like clicks and conversions. While these tactics drive short-term sales and gains, the over-reliance of performance marketing can negatively impact your brand equity, fragmenting the brand, creating an inconsistent experience for consumers and worse, one they don’t necessarily remember when it’s time to make a future purchasing decision. 

As we found in our new research report, “Brand and Demand: Marketing’s Great Love Story,” brand and demand don’t have to compete; instead, growth-oriented brands are doubling down on brand-first performance. That simply means bringing the brand story to performance touchpoints—indeed, delivering a consistent, cohesive story and experience can increase revenue by up to 20%. 

That’s challenged by the afore-mentioned instant digital feedback loop, especially on social and vocal consumers who have increasing ability (and willingness) to shift perception—and profitability—of a brand. It makes consistency an imperative because consistency builds trust, right along with your brand. And for 60% of people, a brand’s most important traits are trustworthiness and transparency. 

Takeaway 

Look to build consistency in brand storytelling across channels and platforms. One of the smartest ways to do this is by creating and codifying a brand voice and messaging strategy that’s modular yet cohesive. This gives both brand and demand teams the structure to stay on-brand, on-voice, on-message and on-strategy, but also the flexibility to adapt the message, story or tone to meet the needs of the specific moment, audience, channel or touchpoint.  

Tension #4: Balancing AI Speed to Market With Differentiation in Market 

Brands want to pump out content at scale, which is why companies of all sizes are experimenting with generative AI. And for good reason: it’s an incredible time-saving resource, especially if used to get ideas going, skim off surface fluff, brainstorm various angles and play with expression.  

The issue is trying to use AI to generate drafts and final content without assiduously evaluating and revising for brand voice, on-strategy messaging and copywriting best practices, such as understanding linguistic psychological triggers and optimizing for conversion.  

What we’re beginning to see as a result of the latter is that large language models (LLMs) are challenging differentiation with generic content that’s threatening to create homogeny at scale. LLMs aren’t thinking or reasoning; they’re guessing which word comes next in a sequence, based on what they’ve been trained on. (And increasingly LLMs are having to train on content they’ve churned out already, leading to worries that it will all devolve into nonsense in a phenomenon called model collapse. But that’s a conversation for another day.)  

Takeaway 

Brands can combat the slide into homogenization by prioritizing specificity and precision in language to differentiate amid the flood of AI content. That means being intentional about surfacing strong and credible proof points, being specific about offers and differentiators, being precise with language to credibly demonstrate value and continually training your LLM on your brand voice. 

It also means balancing productivity with best practice and brand governance, such as retaining a copy director, content manager, managing editor, editorial director or brand creative director of copywriting to manage and evaluate generative AI output. Roles like these can make a significant impact on the quality and effectiveness of content assisted by AI; LLMs can help generate ideas, angles and different modes of expression and your editorial director can then spend their time on more impactful work, such as punching up creativity, elevating tone of voice, devising A/B tests or sharpening copy best practices. 

FINAL THOUGHTS

Words have never held so much power—and potential—as they do today. By intentionally focusing on unpacking and operationalizing authenticity, connecting a cohesive brand story across touchpoints, enabling modularity and flexibility, and staying close to customer data, brands can create a dynamic verbal identity that flexes with the market, shields against disruption, and fuels growth. Language drives belief, buy-in and behavior, after all; not just words for brands but for brand world-building. 

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Three Brand Building Imperatives in Leading Successful M&A Deals 

Learn the importance of a well-defined brand strategy with three M&A examples.

Many businesses in Asia have achieved exponential growth through mergers and acquisitions (M&A) in recent years. However, success hinges not just on immediate financial gains, but also on how the new organization (“NewCo”) integrates both operational and brand equities.  

A well-defined and executed brand strategy can significantly impact the overall business success during and post M&A by fostering cohesion, clarity and confidence among all stakeholders. This is especially true for B2B companies, where M&A deals often involve the evolution of not only organizational structures, but also offerings, processes, people and cultures. 

At Prophet, we have partnered with a diverse array of businesses across Asia and around the world to safeguard complex M&A deals, from which we’ve identified several common success factors. In this article, we share our perspectives with three distinctive case studies. 

Seatrium: Creating an “Atrium of People of the Sea” 

Keppel O&M and Sembcorp Marine, two leading global marine companies merged in 2023. As the industry strives towards cleaner and renewable energy, the two organizations came together to forge a new path forward. We identified an opportunity for the NewCo to differentiate with a stronger brand purpose – “We exist to ensure customers can thrive today while creating a greener and brighter tomorrow.​” The new visual identity was carefully crafted to highlight new waves of innovation in the marine environment. The name “Seatrium” created by the client also centered around this purpose.  

Vistra: Building a “Category of One” From the Inside out

EQT Private Capital Asia (formerly BPEA EQT) made significant investments to merge Vistra and Tricor, forming a powerhouse brand in the corporate and fund solutions industry. With its diversified business portfolio, Vistra embarked on a bold transformation journey, reimagining itself as a purpose-led brand. From beginning to end, Prophet worked closely with employees and stakeholders in the extensive brand, visual and culture development process to make sure that it resonates with those who embody the brand and culture.   

G7 Connect: Connecting all with a Human-Centric Brand Story 

Another powerful example is G7 Connect, born from a merger of two leading IoT SaaS companies in China’s road freight sector, G7 and E6 Technology. After a successful merger, G7 Connect had two key challenges – to clearly define its renewed vision and engage all stakeholders, while streamlining the currently complex portfolios inherited from two industry giants. Prophet partnered with the  NewCo to create an impactful and human-centric brand tagline, “Beautiful change happens now” to encapsulate G7 Connect’s commitment to continuously creating positive changes for all industry participants through digital technology.  

Three Brand Building Imperatives  

Through these examples, we can clearly see the common threads that empowered their successful transformations – a steadfast and consistent purpose and the unification of diverse stakeholders. The role of a compelling brand strategy cannot be understated, which unveils three imperatives: 

1. Adopt a Brand-Led Mindset in the Early Stages of M&A Deals 

Transformation across the culture and organization, business model and objectives are an integral component of any merger and acquisition. This must be led by a strong brand purpose anchored in business objectives as a guiding star for the organization throughout the M&A process.  

As the strategic foundation translating business objectives into resonating go-to-market solutions, this brand-led vision must be a CEO agenda adopted from the early set of M&A deals to instil energy and confidence throughout the organizations. Lack of a brand-led vision may lead to risk of misalignment across functions and hindered collaboration, ultimately causing suboptimal and inconsistent executions.  

In the case of G7 Connect, the leadership team had carefully considered brand implications at every step of the M&A journey, so that cross-functional leads were united under a common goal. Strategic priorities were thus clearly defined when it comes to creating a new brand for the NewCo. At launch, various business units from operational to talent teams had already reached clear alignment with the marketing and strategy teams, gaining a thorough understanding of the new brand and its purpose, thus empowered to plan and execute innovative marketing activations in an effective way. 

2. Unite Diverse Audience Groups with a Human-Centered Brand Story 

M&A deals often bring together multifaceted stakeholder groups with diverse priorities, values, and interests, spanning from investors, employees, partners, to customers, government entities and the public. With a clarified purpose, the NewCo must articulate their objectives and vision through a compelling brand story to unite all stakeholders behind a common goal. Human-centered storytelling is instrumental in resonating with different audiences within the stakeholder ecosystem who have distinctive perspectives and expectations. 

For example, while Seatrium’s vision was to forge a new way forward for the O&M and energy industry, it also aimed to create meaningful impact for employees, Singapore, and shareholders. By immersing ourselves in the cultures and perspectives of different stakeholders, we combined the strengths from both organizations to retain their unique DNA. At the core, Seatrium’s new brand purpose is centered around people, customers and its culture, while striving for engineering and execution excellence. This human-centered approach is the key enabler for the organization’s success after the M&A. 

Beyond establishing a strong brand identity externally, an impactful brand story also helps to harmonize organizational structures and foster a unified organizational culture. As organizational changes bring about uncertainties, incorporating the brand story to develop a comprehensive EVP (Employee Value Proposition) and employee engagement strategy is critical.  

3. Optimize Brand Architecture to Demonstrate Amplified Value 

The brand portfolios of the individual entities must not exist in isolation post M&A, as this could lead to confusion of the customers and the dilution of each brand’s equity. Guided by its new brand purpose and positioning, NewCo must clarify its brand portfolio and architecture strategy in order to identify new or redefined offers.  

Additionally, this will demonstrate the change and evolution in the business model and ambition, as well as the amplified value delivered to various stakeholders. 

With Vistra’s expansion through M&A, it was crucial to harmonize the sub-brands within the portfolio. Through competitor and industry analysis, we adopted a strategic, data-driven approach, creating a decision tree that gives management flexibility to organize all sub-brands effectively. This will help build a relevant, credible and differentiated brand portfolio. 

FINAL THOUGHTS

Embracing a brand-led mindset, uniting diverse audience groups with a human-centered brand story and optimizing brand architecture are indispensable imperatives for steering successful M&A deals. By creating a powerful and resonant brand for NewCo, organizations can achieve sustainable growth beyond short-term financial and operational returns.

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NEW RESEARCH

Brand & Demand:
Marketing’s Great Love Story

As marketers, we know that integrating brand and demand tactics drives the greatest ROI. When done right, it leads to better outcomes for both marketing and the business, in the short and long term. Our report offers six ways to help marketers swipe right on stronger relationships—because great connections lead to growth.

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Report Highlights

Turn your marketing relationship from ‘it’s complicated’ to ‘happily ever after.’  

  • Insights on how to instill brand-demand synergy across marketing budget and investment, strategic planning, marketing operations, culture and internal and external partnerships. 
  • A relationship guide with six ways to generate more value from brand and demand. 
  • Actionable advice and real-world examples from leading marketers.

Unleashing the full power of brand and demand is about more than how you spend your marketing dollars.

Ensure that brand and demand have shared business goals and incentives.

Let the brand and demand teams’ shared passion for customers help guide decisions on what is important.

Integration is not about compromise, but about “bothism,” being great at brand and demand. Harness the power of logic and creativity in a culture of respect and trust.

The journey will not be easy. Expect to fail sometimes. Take action to not only survive constant change but thrive in it.

What gets measured, gets managed. Think about short and long-term at the same time. Confidently manage immediate and sustained metrics and prove this value to stakeholders.

Marketers live inside of and are core drivers of complex organizational ecosystems. Be a connector and orchestrator, working with multiple departments and stakeholders.

Get all the insights on how to integrate brand and demand marketing in our new research report.

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“Marketing should always be focused on both brand and demand. Brand is the #1 asset that we will sell every day. If it’s unhealthy… there will be no demand.”

Alicia Tillman | DELTA AIR LINES
Chief Marketing Officer

“It’s hard to orchestrate in a coordinated way – how do you bring brand and demand together in the higher parts of the funnel?”

Dipti Kachru | BROADRIDGE
Chief Marketing Officer

Today’s marketers are under increasing pressure to deliver measurable value from their investments. We empower CMOs to build marketing organizations that not only meet these demands but also drive uncommon growth.

Our approach focuses on the real challenges marketing leaders face, emphasizing the importance of strategic marketing planning, agility, experimentation, flexibility and a steadfast commitment to accelerating growth.

Prophet’s team of brand and marketing experts helps you develop holistic marketing strategies that integrate sustained brand and demand investment to create and deliver value. 

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 Brand & Demand: Marketing’s Great Love Story

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Nation Branding Beyond Tourism: Key Accelerator to a Country’s Uncommon Growth

Learn how countries can take a long-term and deliberate approach to bring success to nation brand building. 

Recently nation branding has been in the spotlight, with countries like Singapore and Saudi Arabia leveraging soft power to elevate their nation’s brand, with varying levels of success. 

Taylor Swift played six sold-out shows in Singapore as part of her Eras Tour. Not only is Singapore estimated to generate $370 million USD in revenue from the shows, it has successfully put itself on the world map, courtesy of videos of Swift’s backup dancer shouting out Singlish phrases on stage, and Swift’s boyfriend – NFL Super Bowl champion Travis Kelce – talking about Singapore’s sights and food on his podcast.  

Saudi Arabia hosted the much-anticipated boxing match between Anthony Joshua and Francis Ngannou and will host another blockbuster between Tyson Fury and Oleksandr Usyk to crown the first undisputed heavyweight champion since 2000. Beyond boxing, Saudi Arabia’s Public Investment Fund (PIF) caused shockwaves when it launched LIV Golf, a men’s professional golf tour to rival the well-established PGA Tour in 2022 and lured many of the best men’s golfers. These lucrative events are part of Saudi Arabia’s efforts to realize Vision 2030, to be a vibrant society, a thriving economy, and an ambitious nation. 

Nation Branding Goes Beyond Tourism

Just like consumer goods, nations can be branded and marketed to audiences. Brands are a critical driver of growth. And nations, like any business, need to be constantly building, nurturing, and refining their brands, or risk losing relevance and competitiveness. 

What often comes to mind when it comes to a nation’s branding is its tourism campaigns. Think “Malaysia, Truly Asia”, “Amazing Thailand, Always Amazes You”, or Australia’s “Come and Say G’Day”. 

But nation branding goes beyond a tourism campaign or slogan. When done right, it is a long-term and holistic masterplan across key economic sectors, infrastructure, talent, education and culture. 

In an increasingly fractured and uncertain world where the flow of capital, talent and commerce is being re-cast, it has never been more important for nations to get their branding right and take control of how they are perceived by locals, tourists, investors and partners.

Take two countries in different regions demonstrating the success of a long-term and clear plan in their nation branding – Estonia and Singapore. 

Estonia: A Connected Society 

Since resuming independence in 1991, Estonia developed a clear ambition to be a digital society. Investing heavily in digital infrastructure, it has become the first e-State with the e-Estonia program, where 99% of public services are digitally managed and available online, ranging from taxes, parking, prescriptions, voting and more.  

To facilitate its status as a successful technological start-up hub, Estonia introduced a range of initiatives to attract skilled talent. It simplified the immigration processes for foreign talent hired (e.g. exemptions from immigration quota for non-EU nationals), offers startup and digital nomad visas, and offers services by Work in Estonia program (e.g. free international recruitment consultation over Skype) to ensure hiring and providing work for foreign talent is as simple as possible for businesses. 

As a result, Estonia ranks #1 in unicorns per capita in Europe, and Tallinn was named the most intelligent community in 2020. 

Singapore: An Innovation-Driven Economy Hub 

Singapore launched its “Passion Made Possible” brand in 2017, indicating a shift from being an investment-driven economy to one led by innovation. Through targeted investments, it has established itself as a leading regional hub in high-growth areas such as financial services, technology, digital and sustainability. To boost its pool of tech talent with a special focus on Artificial Intelligence (AI), Infocomm Media Development Authority (IMDA) is collaborating with other governmental partners including SkillsFuture Singapore and private sector associations such as SGTech and Singapore Computer Society, to help companies equip their employees with AI skills. IMDA also launched a $22.4 million USD fund in 2022 to support researchers in developing new innovative green computing solutions. 

As a regional hub of innovation, Singapore boasts 25 unicorns (the highest in the region) and accounts for 56% of total venture capital deal volume across the six largest Southeast Asian economies in 2022. 

A Nation’s Brand Must Be a Reflection of Its People’s Identity

While it is important to develop a long-term vision and master plan, a nation’s brand cannot be created in isolation. It must reflect the identity of its people, culture, heritage and history. 

In addition to its investment in high-growth areas such as technology and sustainability, Singapore has made sure that its brand reflects its culture and heritage. It launched the Made with Passion initiative in 2020 to give local lifestyle brands greater access to local and international audiences with innovative new experiences. These experiences, such as creating Peranakan-inspired coasters, are one method by which Singapore celebrates its rich multicultural heritage. Food is also key to Singapore’s brand. As an Indian newspaper described it, “If eating was a national sport, Singaporeans would ace it”. Singapore’s brand as a culinary destination is evident in both the prestigious cuisine (e.g. hosting two editions of Asia’s 50 Best Bars awards, boasting 55 restaurants with a Michelin star), and the local fare found in hawker centers. 

New Zealand is another example of nation branding that is true to its people and culture. Known for its unspoiled nature and greenery, cleanliness, high standards of living, and robust governance, New Zealand is a brand associated with trustworthiness, honesty, transparency, and passion for protecting its land. This guardianship of the land and its people reflects indigenous Māori culture and values. 

A Nation’s Brand Starts With a Purpose

As a first step, nations that are considering a re-brand need to define and clearly articulate their ambition. This serves as their North Star and guides their decision-making around what their core beliefs are, what benefits they wish to deliver to their people, and what key areas they want to focus on. 

FINAL THOUGHTS

While it can be difficult to develop a nation’s brand, taking a long-term and deliberate approach pays off. Nations need to follow a process, be targeted and deliberate in their investments for the brand to deliver meaningful impact to the nation and their people. We have already seen countries such as Saudi Arabia, Singapore, South Korea, Estonia, and New Zealand reap the benefits of building a brand that is holistic, cohesive, long-term and true of its people, culture, and heritage. 

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CMO Focus: Four Trends to Watch in 2024

Marketing leaders must be everything, everywhere, all at once. Here’s how they’re prepping for the challenges ahead. 

Chief marketing officers are some of our favorite people, and as we were putting together our annual list of predictions for the year ahead, we got a fast reminder why. Despite an uncertain economy, changing expectations from CEOs, and fast-rising media rates, marketers remain as optimistic as ever.  

We spoke to more than 25 senior marketers to get their take on the challenges they’re facing and where they plan to prioritize in the coming year. Their belief in the power of creativity and new ideas keeps growing. And they’re continuing to beat the drum on the importance of testing and learning, innovating, and being at the forefront of leveraging AI to help them achieve uncommon growth. 

As CMOs settle into the expanding remit of their role, they’re increasingly confident about broader opportunities. Many now have ownership of growth initiatives and transformation efforts. They are overseeing efforts to drive both brand and demand and are responsible for orchestrating numerous, impactful touchpoints throughout the entire customer journey. One leader we interviewed told us it’s like that movie, “We have to be everything, everywhere, all at once.” 

These leaders see themselves as fully in the driver’s seat, organizational change-makers, providing the voice of the customer to advocate for new capabilities. They are connecting dots across more functions. They are operating at two speeds: balancing the need to deliver in-quarter results with setting up longer-term growth moves, all while navigating continued outside-in disruption. 

Here are four predictions we expect to see in 2024. 

Trend #1: Finding Uncommon Growth in the Storm 

It’s certainly not news to CMOs that they’re navigating turbulent markets. Yet they’re cautiously optimistic about what lies ahead, with 49% saying they are more upbeat about the U.S. economy than last quarter. According to a recent study by Deloitte, only 22% are less optimistic. According to Forrester, 80% expect a marketing budget increase, albeit a modest one, going into 2024. No wonder 75% of senior marketers in a recent Gartner survey say they’re expected to do more with less. 

They’re on a tightrope, juggling near-term tactics while planning long-term growth goals. A recent Salesforce survey of marketers finds that 76% say they feel more responsibility to drive growth – proof indeed that more enterprises are recognizing marketing’s power to increase revenue. 

As many marketing leaders have taken on more commercial responsibility, that pressure keeps building. “Previously, my role focused on communications and driving colleague engagement,” says the CMO of a leading advisory firm. “Now it’s shifted to driving topline growth while carving out greater differentiation.” 

“The world has gotten very complicated, yet organizations are facing pressure to grow at the same pace as when the world was less volatile,” agrees the CMO of a commercial real estate company. “All of this is making it even more difficult to get your message out.” 

“The big challenge now is not to overcompensate,” says a leading building supply company marketer. “We didn’t overspend when things were good. So let’s not underspend when things are bad.” 

But these leaders know their role is more significant than deciding where to dial back spending. “What got us here won’t get us there,” says a CMO at a top-tier financial company. And like 83% of respondents in the Gartner study, the marketing strategies her team has come to rely on in the last two years are markedly different than those of the past.  

Critical to this evolution –and any and all growth– is a greater-than-ever push toward customer centricity. “Do we really understand our customers? That’s what keeps me up at night,” says a top marketer at a financial advisory company. 

As marketers grapple with being asked to do more with less resources while simultaneously proving value from their marketing investments, it will become even more critical in 2024 to be able to prove ROI by translating business objectives into quantifiable customer goals. Actively defining and measuring against clear KPIs will be key to allowing marketers to quickly pivot to optimize their efforts to deliver better outcomes.  

Trend #2: Acing the Marketing Basics While Leaving Room for Experimentation 

Most of the CMOs we spoke to say that they are getting more comfortable operating in a post-pandemic marketing environment that is often turbulent and unpredictable. 

Finding better ways to integrate brand and demand strategies is at the top of that list. While there is a short-term swing towards demand, brand continues to play an essential role. Finding the right ratios remains critical, but the old-school separation no longer works. “Companies that separate budgets and teams between brand and demand do so at their disadvantage,” says the CMO of one of the world’s largest e-commerce companies. “Every touchpoint informs perception of the brand, and every brand touchpoint needs to deliver business.” 

“I want my budget all looked at through an integrated model,” agrees a top financial marketer. “I’m a big believer in brand and demand.”  

Generative AI, already critical to 56% of marketers, is taking on more importance, with 80% of those in the Forrester survey saying they intend to use generative AI in the next year. Blogs are the most common use, named by 65%, followed by website copy at 62%. 

Updated techniques to track ROI, with data and analytics emerging as the new rocket science, are also on top of CMOs’ “must-do” lists. Even as 63% of the marketers in Forrester’s research are amping up martech investments, Salesforce finds that 72% struggle to measure the impact, and 43% find it hard to track customers across the journey. CMOs are becoming increasingly vocal about these glaring blind spots. “Someone needs to figure out …” is a refrain constantly echoing throughout marketing departments when it comes to marketing measurement and attribution.  

Leaders are determined to remedy that problem in the coming year. “We look at marketing-attributed revenue, particularly inbound leads driven by digital or other channels,” says a senior financial services marketer. “We also look at how effectively we sell differentiated service bundles tied to our client needs. To measure the success of our business development enablement, we look at win rates and the service portfolio’s overall growth.” 

Other hot-button issues that were mentioned? More innovative ways to track the cost, benefits and risks of influencer marketing, and social issues, particularly in reaching Gen Z.  

What does this mean for marketers in 2024? Despite pressures from boards and executive teams to deliver near-term results, CMOs need to continue to support longer-term priorities that they know will be important over time. Allowing space for experimentation, whether it’s with new AI technology, martech or channel strategies, will help guide where to invest without over-indexing on long-term or short-term growth ambitions.  

Trend #3: Acting as Organizational Change-Makers 

Getting the foundational basics right is vital. But it’s not enough. To create transformational growth, CMOs are becoming digital leaders, stepping more forcefully into corporate grey areas. Although marketing leaders currently lead 70% of digital transformations, even more are grabbing the reins. “There is a void,” says a marketer at a large regional health organization. “No one owns the full digital transformation, so we are just taking it on.” 

As the role of marketing has expanded, they believe it’s time to shake up the operating model. In Gartner’s research, 86% of marketers agree that their organization must change how it works to achieve sustainable results. 

CMOs need to think about themselves as connectors and integrators. They should think cross-functionally across departments, linking channels and disciplines across products and experiences. This year, 37% say their teams are fully integrated, up from 19% a year ago according to Deloitte’s CMO study. 

For those lucky enough to work for C-suites who have fully bought into this level of collaboration, it’s easier to make progress. “Building strong relationships between functional leaders based on transparency, empathy, and mutual benefit, has been instrumental in breaking down silos and achieving better outcomes,” says a CMO from a large retailer, who now calls her bond with the head of product one of the tightest partnerships she’s ever had. “It’s been an absolute game changer.”’ 

As marketing’s responsibilities shift and expand, finding opportunities for cross-functional collaboration not only helps break down internal silos but also creates better outcomes for customers. Marketing leaders have a real opportunity to be catalysts for change across their organizations, and they should be ready to lead the charge.  

Trend #4: Leaning into Creativity 

What’s perhaps most exciting, is that even as they build teams with new skills, capabilities and competencies, leaders are less bashful about what drew them to marketing in the first place: The power of creativity and ideas. 

CMOs say this creativity still plays a critical role in differentiating brands. They find joy in investing in the brand and seeing how creativity helps them stand out, increase revenues and gain relevance. They are building moments that matter, and ultimately that lead to sustainable growth. 

“I still believe in the power of big ideas,” says one CMO. “When problems need solving, traditional creativity always wins.” 

As pressure builds to deliver and prove ROI, creativity often takes a backseat. But it would be a mistake to overlook the power of creativity, and how it allows brands to connect with customers on a meaningful level. Marketers understand this and should continue to push for inspiration that’s driven by deep and authentic creativity. 

FINAL THOUGHTS

As the year draws to a close, we’d like to salute marketing leaders for constantly looking for new perspectives. It takes persistent imagination, optimism and a growth mindset to thrive in these conditions, and you’re a constant source of inspiration. As we step into the new year, we invite you to share your thoughts on the challenges you foresee and the strategies you’ll use. Here’s to a year filled with new possibilities and uncommon growth.

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2023 Brand Winners and Losers: From Taylor Swift, Ozempic and Open AI, to Elon Musk and X, WeWork and Delta Airlines 

See our annual list of the most relevant brands and those that missed the mark.

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 500th 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?  

FINAL THOUGHTS

As mentioned, 2023 was one for the brand winner/loser record books. I would love to hear from you – which brands do you think were the biggest winners and losers this year? 

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