Byron Sharp

And there isn't a single answer that works for everybody.

We've gone through in previous masterclasses like Byron Sharp, et cetera, long, short of it, long-term brand building versus short-term gain.

There's a lot of theory around that.

Really, we just need a mix that works for your objective and then use the creative tools and the frameworks that sort of Paul's gone through to deliver the the quantity of assets where we're testing based on our audience themes and and sort of really have assets that are tailored for each of the channels that we're we're looking for so there's quite a lot that goes into it but if you like you need to think about your mix as well as your creative if you want to deliver your performance because everything has a different purpose

And I can see why there's some temptation in those earlier propositions, right? You've got a wider audience to appeal to.

And if we go back to Byron Sharp, he does talk about maximizing the number of category buyers that you're able to communicate to.

But there's an important caveat to that for those that have heard that sentence before.

It's not in the absence of knowing who your audience is.

If they're on TV and you're on social with this tiny budget, it's going to be really hard to compete, even with wonderful creative.

Better to have some focus, and we'll come on to how you then win with that focus in a little bit.

And coming back to that double jeopardy law from Byron Sharp and how brands grow earlier, Goliath know that they've got an advantage here.

It's a nationally well-known brand.

Marketing science says that buyer behavior barely moves.

And Byron Sharp, who we've had on the show before, along with a few other people up here, has spent a few decades showing that same patterns show up over and over again across categories, countries, and decades.

Today we're going to talk with somebody who's a futurist, foresight expert.

And typically they would sell the opposite.

I did marketing for 10 years.

I think General Mills was my last kind of traditional marketing role, and then I moved into Mars, and I did more like marketing innovation and marketing effectiveness.

Worked with EBI a ton, love Byron Sharp and everything that he does.

So that was really my starting point is to say, well, how do I strengthen my brand? If I'm pushing towards a new category or an adjacency, how do I figure out which one is the right one and what's the right timing? How do I sell in a case for investment into the future that doesn't exist? so that my stakeholder signs off my capital? How do I understand how culture is changing so that I can have a brand ethos and a DNA that really resonates with my future consumer, not just my consumer of today? All of these questions were in my head as a marketer that I think are in a lot of marketers' heads, particularly when it comes to it's a changing media landscape and how do I know I'm investing in the right areas? How do I build space for experimentation, but also in those things that I know are going to continue to work? All of that relies on you having that lens into the future and asking those questions around where things are headed, which marketers should be asking.

I need to read that, Jase.

So how brands grow, as Freddie said, Dr. Byron Sharp.

It's very interesting.

Ehrenberg Bass is based in Adelaide, Jase.