The week in brand
McKinsey caught the attention of marketing LinkedIn at the back end of last year with its ‘Past Forward’ report, in which it declared “Brand was back”. The sceptics were quick to point out that for something to be back, it had to have gone away, while the champions of brand investment let out a collective ‘Yes!’ as if the report was gospel.
The week in brand
McKinsey caught the attention of marketing LinkedIn at the back end of last year with its ‘Past Forward’ report, in which it declared “Brand was back”. The sceptics were quick to point out that for something to be back, it had to have gone away, while the champions of brand investment let out a collective ‘Yes!’ as if the report was gospel.
For many, perhaps the majority struggling to do more with less, the notion will have been met with derision. The reality is, McKinsey was basing its assertion on a poll of CMOs at the kind of organisations it enjoys the ear of. And some stories this week do bear this out. Some of the world’s biggest spending marketing organisations lined up to commit to brand investment, and/or a commitment to marketing fundamentals.
Despite the many considerable challenges Unilever faces, or perhaps because of them, the FMCG giant said this week the amount it spent on marketing in 2025 reached the highest level in more than a decade at 16.1% of turnover.
Meanwhile, the CEO of Gucci owner Kering, Luca de Meo, acknowledged it had been spending too much money on “below the line” as he rather quaintly put it, and would be investing in brand “to reignite desirability”. An admission that came after the group announced a 13% drop in revenue in its last financial year.
Meanwhile, Heineken committed to increasing marketing spend in its current financial year, while investing in innovation to open up new occasions. “At the end of the day, marketing is about growing consumer penetration,” according to CEO Dolf van den Brink.
So, does this make a trend? Journalistic adage aside, it demonstrates that investment in brand, marketing and innovation is a means to address challenges in different categories. In Unilever’s case, private label; Kering’s a slow down in luxury; and for Heineken, a change in drinking habits.
Brand is back in the those companies and in those contexts, at least.
Tony’s media moment
The quote of the week comes from Tony’s Chocolonely UK marketing lead, Nicola Matthews: “It’s still always been very much like, idea first, then media spend, because we’ll never be able to outspend a bad idea.”
Matthews was speaking to us as the chocolate brand launched its first TV ad. A modest investment of £500,000 via the Sky Zero Footprint Fund but still, a significant milestone in the short history of a brand that has scaled without much investment in paid media.
Tony’s has been a triumph in partnerships, merchandising and branding, turning up and looking distinct. It’s first foray into TV is considered and circumspect, tackling the perception that sustainable chocolate equates to poor taste. Not “spray and pray” but a clear sense of strategic objective. Smart.
Navigating the martech maze, blindly
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According to Forrester, spending on martech will exceed $215bn annually by 2027, up from $131bn in 2023.
Nowhere in the marketing services ecosystem will that level of exponential increase be seen. In investing this amount of money there is a signal of intent – to optimise, automate investment, and enhance efficiency and experience. All of which will position the marketing leader at the nexus of tech, data and marketing. Or something. Hyperbole intended.
Thing is, do marketers have the requisite skills to utilise and exploit the investment? Do they even have sufficient ownership, or is it a CTO or CIO concern? Issues dissected in the latest feature in our Unpack the Stack series, linked to below.
Bridging the confidence gap
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For entry level marketing jobs, there is an issue of supply and demand. The numbers looking to break into marketing is outstripping the number of early-stage opportunities.
A would-be marketer with aspiration to make their mark could be forgiven for being dispirited in a job seeking environment beset by ghosting and limited opportunity. The industry needs to think differently about recruitment, where it looks and the type of opportunities it provides.
Our latest Career & Salary Survey once again spotlights the dearth of apprenticeship opportunities in marketing, a credible and meaningful means to open up the industry to more young people. The blockers to more companies taking on apprentices are explored in this article.
The challenge of building confidence, both to break into the industry and to ride the knock-backs, is being addressed by The Marketing Skills Trust, which has launched The Dodds Legacy, a new initiative to support early-career marketers with training and mentorship when it’s needed most.
It’s a fantastic initiative that deserves the support of the industry to maintain a diverse pipeline of talent.
The week ahead
We will be continuing our exploration of the looming burnout crisis and marketers’ mental health with a closer look at what can be done to ensure the industry gets to a better place.