Branding, Marketing, and Sales

Together, these three form the customer’s path to purchase and the roadmap to true appreciation of a company and an increase in its value.

But, in our digital era this is more easily said than done. Only customer journeys that create genuine experiences have the ability to brand the company with each sale, and create sales with the money invested in branding.

Companies that highlight their brand and aim to stand out, target big audiences in general. Their branding is done by sponsoring and building experiences as well as flashy content. But it’s hard to see how this translates into money. Passive visibility is, on the other hand, not enough to guarantee a steady growth of regular customers.

Companies that invest in marketing struggle to find the optimal balance between marketing and sales. They might even forget to create a respected and desired brand. When all the focus is fixed on messages and comms, distinguishable behaviour, ie. branding, might be forgotten all together.

Who appreciates or is able to make a value judgement of a company that solely focuses on sales and marketing, I wonder?

Companies that make sales sacred forget that good marketing works like a snow plough; sales becomes cheaper and easier when someone clears the path for recognizable, distinguishable, and desirable elements, as well as willing candidates that can make things happen.

People that place their entire faith in sales practice the most expensive and slowest form of commercialization.

At its worst, sales considers marketing to be unnecessary, while marketing seem to know that anyone can make a sale happen. Hence, we need a driven and ambitious construction of markets, clients, and regular customers, a skilled and self-cheering sales and a brand director that remains focused on the horizon while keeping the company image interesting.

In the old days, everyone had the money to spend on everything above. However, in our digital era we should be able to gather these functions into a tight packet, take focused action, and make the customer journey synergetic. The audience, clients, and referees should all be drawn in to make this possible.

Only few are able to do this.

Perhaps the answer to all of this is a marketing strategy rooted in tomorrow - the goals, needs and, solutions. Instead of using the dated way of developing things, it is worthwhile to hover above a blank page for a moment, to pause and contemplate how the process could be directed in the best possible way in case you decided to start today.

V