P&G’s decision to formally end the era of “marketing” at the company and make the shift to brand management may accelerate what amounts to much more than a title change for marketers generally. To me, it could point to a fundamental re-examination of the role of the people responsible for brands.
While “marketing” and “brand management” are often treated as synonyms, there is an important distinction between the two terms. Marketing focuses on the activities associated with the promotion and distribution of products and services. Brand management has, for many, been historically focused on identity management but is now much more concerned with the active management of the market value and competitive strength of a brand as an (intangible) company asset.
3 billion people interact with a P&G brand every day
Marketing is about spending money. It’s how brands accumulate value. Brand management should focus on how products continue to wrap story and distinction around what they offer to increase competitiveness and build loyalty. The two are linked – but different. Marketing is the means. Brand management should be the goal.
Perhaps we shouldn’t be surprised that the break-away from a pure marketing function should come from the company that pioneered brand management itself. According to Eric Schulz, P&G were the first to recognise, and act on, the cannibalisation risk of their own portfolio approach. “By distinguishing the qualities of each brand from all other P&G brands, each would avoid competing with one another by targeting different consumer markets with a different set of benefits,” he explains. “This was especially important in product categories that the company manufactured several competing brands, like laundry detergent.”
P&G is still renowned for its deeply product-centric approach. No surprises. On any given day, around the world, three billion people will interact with a Procter & Gamble brand.
Changing what is managed
But the decision to now move on from having marketing directors (a term P&G have been using since 1993 and that itself replaced the term “advertising directors”) indicates to me that for a scaled house of brands, the competition to ‘stand for something’ might be increasingly globally rather than regionally driven and that the focus could be shifting away from promoting products to driving up overall perceived value of the brands individually and as a portfolio.
In time that has the potential to shift the criteria for success. Marketing goals are often measured in volume and sales. When you think about brands as assets however, success becomes a broader idea and the focus is less on how they are being managed and much more on why they are being managed – for the contribution they make to the balance sheet.
The CMO as asset manager
To me, a future responsibility of the CMO (and a very good reason to improve relations with the finance team) lies in directing how brand managers help to appreciate these assets; how they lift not just topline value through demand generation but also underlying overall corporate value. According to CoreBrand, companies like P&G are only now starting to realise that they are leaving billions of dollars in potential corporate brand value on the table by not directly linking their corporate brand to the collective brand equity value of their portfolios. CEO James Gregory makes the point that, “When done well, corporate branding and product branding should appear seamless. I predict the next ten years will see spectacular combined campaigns from the leading consumer companies. P&G’s “Thanks Mom” campaign … was just the beginning of this trend.” His opinion reinforces my own view that in order to gain the most value from their brands, companies need to tell all their stories.
All of these motivations are conjecture in the case of P&G. I have no way of knowing if any of these agendas is behind their decision. But there are some things that seem much more certain. Total value will overtake revenue as a key driver for brand teams; advertising is still important, but not as singular to the role as it used to be; and collaboration (even some level of integration) with the data and finance teams seems highly likely. Add in mobility … and things at the bottom of the tea cup really start to cloud over. The ripple effects of those changes, and the many others we haven’t even anticipated yet, will in turn evolve how brands are strategised and what and where they communicate.
Here’s the good news. If your current role is in marketing, there’s probably no huge rush to change your business cards. Brand management may be the emerging black, but it still has some way to go in terms of widespread traction. Observes Ad Age, “P&G seems well out in front of the rest of the marketing world — or what used to be known as the marketing world — on this. A search on LinkedIn shows nearly 73,000 marketing directors and associate marketing directors … but only 1,350 brand directors or associate/assistant brand directors.”
