But the problem with marketing and advertising is that it's impossible to know if a campaign will be a hit - a flop - or the butt of jokes from an entire generation (e.g. New Coke, Jaguar 2025; or it may very well just work despite all the industry naysayers like Apple's translucent plastic look from 1998 - I/we felt no-one would ever buy an overpriced and non-expandable PC that looked like a kid's toy, or a loo-seat laptop.
...of course, what actually happens is the strongest personalities in the C-suite eschew what their MBA course taught them about trusting the experts below them in the org chart; instead they champion their own personal pet ideas, no matter how much predictable damage they'll do to the company's share-price, because they couldn't possibly be wrong; he is the CTO, after-all; very smart!
Early in my career I worked for a pharmaceutical giant as a statistician. One of the things we would work on was trying to determine how much the various advertising efforts the company did actually moved the needle. Every year was the same miserable experience. The company would spend millions and millions of dollars in various advertising channels. We would attempt to determine how effective it was, but the wayin which they advertised and the way we collected data made it very difficult to generate any kind of insight at all. We would make recommendations as to how to adjust execution moving forward to ensure we could reliably determine how much value we were getting out of these campaigns, all of which would be ignored. They would massage our findings to tell whatever story they needed and would do the same thing the next year.
The marketing division is its own organization, with their own incentives that don’t necessarily align with the broader company’s incentives. They also were heavily addicted to relying on external analytical consultants who could pump out all the slide decks and pie charts they wanted, which would inevitably show that the marketing was not only effective, but should be invested in more the following year.
Next time you walk into your local electronics retailer and look at TVs, you might see a Samsung, LG, HiSense.
Chances are, if not for massive amounts spent on advertising sports, you'd overlook some of these brands in favour of the ones you recognise.
It won't be a conscious, "I saw this during the north London derby so I'll buy it", but subconscious name recognition will have a huge impact on willingness to buy.
Do I go to McDonalds because I saw an ad, or because it 3 minutes away and the kid wants nuggets? Do I shop at my local supermarket because they buy every third ad on YouTube, or because it's the closest? There are a ton of details that influence our daily choices, and I'm not suggesting that ads aren't one of them, but I'm starting to doubt that it's the defining one. When I look at what I buy it's: availability, cost, and specification. There's not a hold lot advertising can do about any of those three.
If we could truly measure which ads works and which doesn't the entire ad based economy would crash over night.
Whether we realize or not subconsciously our minds will associate the product and ad. When that association is reinforced by the salesman, a strategic placement on the shelf, or discount offers it is easier to convert it to sale.
Like, what-on-earth was Visa thinking when their sponsorship of the Olympics had all the food-vendors and merch sellers boasting how they were "Proud" to decline payments from customers unless they're using Visa-networked cards[1] - which demonstrates they just can't exercise restraint.
[1]: https://www.sportsbusinessjournal.com/Journal/Issues/2012/07... - Visa's official slogan really was “We are proud to accept only Visa.”
However, I have to presume that the effect is different for at least some other people.
If only they were not glorified ad companies themselves...