Why the Market is Changing

For decades, marketers have relied on the global research giants to track the health of their brands.

They offered global infrastructure and promised comparability between markets; they provided the credibility that reassured multinational corporations.

However, they had blind spots that have grown more costly over time.

๐—™๐—ถ๐—ฟ๐˜€๐˜, they were largely descriptive and backwardโ€‘looking, telling teams what moved last month without isolating what mattered or forecasting what would happen next.

๐—ฆ๐—ฒ๐—ฐ๐—ผ๐—ป๐—ฑ, the proliferation of โ€œalwaysโ€‘onโ€ monitoring tools created the opposite problem: statistical noise was interpreted as signals, prompting teams to โ€œdo somethingโ€ when the smartest action was often to do nothing.

๐—ง๐—ต๐—ถ๐—ฟ๐—ฑ, episodic brand valuation exercises left operating teams guessing about what to change in market.

๐—™๐—ถ๐—ป๐—ฎ๐—น๐—น๐˜†, internally developed scorecards rarely traveled well across functions.

The result is an organization that measures a lot yet still asks the same question quarter after quarter:

๐˜ž๐˜ฉ๐˜ข๐˜ต ๐˜ด๐˜ฑ๐˜ฆ๐˜ค๐˜ช๐˜ง๐˜ช๐˜ค ๐˜ฎ๐˜ฐ๐˜ท๐˜ฆ ๐˜ธ๐˜ช๐˜ญ๐˜ญ ๐˜ค๐˜ณ๐˜ฆ๐˜ข๐˜ต๐˜ฆ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ฎ๐˜ฐ๐˜ด๐˜ต ๐˜ท๐˜ข๐˜ญ๐˜ถ๐˜ฆ? Familiar problems? Letโ€™s talk about the ๐— ๐—ฆ๐—ช ๐—•๐—ฟ๐—ฎ๐—ป๐—ฑ ๐—”๐—ฑ๐˜ƒ๐—ฎ๐—ป๐˜๐—ฎ๐—ด๐—ฒ ๐—ฆ๐—ผ๐—น๐˜‚๐˜๐—ถ๐—ผ๐—ป to fix them.


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