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1、Brand and Demand Marketing:A Love Story1SECTION TITLEBrand and Demand Marketing:A Love Story A GLOBAL RESEARCH REPORT2022Brand and Demand Marketing:A Love Story2Table of ContentsIntroductionSummary of Key FindingsMethodologyFour Guiding Principles of Brand and Demand MarketingCommon Entry Points for
2、 MarketersHow To Work With Us 0IntroductionProliferation of new communication channels,overabundance of customer data and rapidly evolving business models are pushing marketing organizations to create new value across the enterprise.Past decades have focused on product marketing,integrate
3、d marketing and digital marketing,which has transformed what marketing can do and the impact it can have.Today,marketing has the opportunity to be a growth engine and revenue driver while delivering exceptional customer experiences.Still,marketers today are under intense pressure to make every dolla
4、r count,prove returns and drive impact.They are asked to deliver more with less,all while customer journeys are becoming increasingly complex,non-linear and personalized.New digital tools and tracking technologies have raised the bar for targeting customers and measuring marketing investment.Essenti
5、ally,theyve rewritten the rules for effective marketing strategy.Brand and Demand Marketing:A Love Story1INTRODUCTION“One of the big barriers is how we are structured.There are the performance people and the brand people,and that gets in the way of doing what we need to do.”Jennifer Warren Vice Pres
6、ident,Global Brand Marketing IAs a result,marketers and their partners in finance have been increasingly focused on demand marketing,or marketing with the goal of immediate action or conversion,given its ability to be measured and provide boardroom-ready results.However,experienced marketers also kn
7、ow that brand marketing,efforts to drive awareness and build equity,is still a requirement for long-term effectiveness.Brand needs to be an evergreen priority despite the temptation to prioritize short-term results.At times,this tension between brand and demand marketing can feel like a fierce divid
8、e over which approach drives stronger,more measurable results.This struggle is only amplified by marketing organizations that are structured with two teamsone of brand and another of demand marketers.These teams often plan and invest in silos,further perpetuating this tension.So,which side is more i
9、mportant?And why?Are the two actually in opposition,or can they live in harmony?And if so,what would that look like?2Brand and Demand Marketing:A Love StorySummary of Key FindingsOur research uncovers that the most successful marketers arent forcing their organizations to pick between brand or deman
10、d.Instead,successful marketers establish a clear understanding of how the two tactics support and coordinate to deliver on shared outcomes.They also have unique operating models and capabilities to put the customer at the center and maximize experimentationall in service of hitting their business ob
11、jectives.This is similar to maintaining successful personal relationships,which require support,collaboration and working together toward shared goals.Brand and demand do not have to be in opposition to each other.Instead,we believe this is a love storya story about the ultimate power couple that ca
12、n drive business performance and results,together.Brand and Demand Marketing:A Love Story3Brand and Demand Marketing:A Love Story4SUMMARY OF KEY FINDINGSWho We Spoke ToProphet went directly to marketers to understand how they think about the relationship between brand and demand.We first explored th
13、e topic through interviews with 10 senior marketing leaders.We then took our learnings and hypotheses from those conversations and fielded a survey with 500+global marketing and advertising professionals to further understand how they are thinking about the topicand what separates those that are usi
14、ng brand and demand to successfully fuel business results.We included traditional marketers and agency advertisers in B2B and B2C industries.Respondents also needed to spend a minimum of$1 million annually and have more than five years of experience.With 93%of respondents acting as the primary decis
15、ion maker for their organizations marketing investment strategy,the results represent seasoned marketers with sizable spend and leadership influence.We measured“business success”using a seven-point scale,gauging how well they feel their business was meeting its defined business objectives.10500+seni
16、or marketing leaders interviewed senior marketing leaders surveyed SECTION TITLEMethodology9%10%2%6%4%7%9%8%3%Annual Ad Spend0%18%26%7%14%6%$0-1M$1-5M$5-10M$10-15M$15-25M$25MAd Decision InfluenceI am a primary decision makerI help make decisions as part of a group or committeeAutomotiveTop Industrie
17、s Represented21%21%17%8%8%Consumer packaged goods(e.g.,food,beverages,cleaning)EntertainmentFashion(e.g.,apparel,accessories,jewelry,watches)Finance,banking,insurance and real estateHealthcare products and servicesManufacturing(e.g.,textiles,furniture)Non-profit organizationRetailTechnology&Telecomm
18、unicationsTransportation&Travel(e.g.,hotel,air,rental cars,cruises)21%21%17%10%8%8%8%9%7%7%9%UNITED STATES250DECHINA75100UK75Countries(n=500)93%36%Brand and Demand Marketing:A Love Story5Four Guiding Principles of Brand and Demand MarketingWe wanted to know how the most effective organizations balan
19、ce brand and demand,and uncover the factors influencing investment decisions and operating model set up.We also looked for ways the best marketers measure success of brand and demand.We found that the most effective marketers follow these four principles.Anchor Marketing Investment in Business Objec
20、tives Marketers That Experiment WinBuild an Agile,Modern Marketing OrganizationPut the Customer at the CenterBrand and Demand Marketing:A Love Story6FOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETINGAnchor Marketing Investment in Business ObjectivesMarketing objectives identified during the annua
21、l planning cycle often drive the decision to focus on brand or demand marketing.And what we found is that these marketing objectives and the business priorities they support need to be clearly linked.Our conversations with senior marketing executives reinforce the value of connecting marketings inve
22、stment to key business performance indicators.This makes a more compelling case for action and for reporting progress in terms of value versus oblique marketing metrics.Put simply:The board doesnt want to hear about clicks.“Your job as a marketer is explaining what the impact to the business will be
23、 if we shut down brand or demand marketing.Marketers can get spiritually exhausted explaining value to the business We look at pipeline and shadow metrics to connect back to our business agenda.”Portia Mount Vice President of Marketing Trane TechnologiesBrand and Demand Marketing:A Love Story7Brand
24、and Demand Marketing:A Love Story8Our quantitative research reinforced these findings.Marketers that say they work for successful businesses are more likely to cite“customer lifetime value,”“improving brand loyalty”and“enhancing brand trust”as marketing objectives.Marketers at less successful busine
25、sses are more likely to focus on“creating a seamless customer experience,”“enhancing digital marketing support”and“coordination with channel partners”as objectives.While the latter are noble goals,they are less growth oriented and trickier to connect to business outcomes.Elevating marketing objectiv
26、es such as “customer lifetime value”that can connect back to and quantify impact on the business lead to more successful outcomes for marketers.These shared outcomes become beacons for brand and demand marketers to coordinate activities to reach a common measurable goal.Our research also finds that
27、marketers are stretched across a wide range of marketing objectives.However,marketers may be able to simplify and organize their marketing spend by focusing on fewer key objectives.Using a factor analysis,we find that marketing executives should focus on:Awareness,Perceptions,Partnerships,Sales,and
28、Lifetime Value.FOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETINGMarketing Objectives Linked to Business Success(%selected)Increasing Customer Lifetime Value49%Increasing Brand Awareness49%Improving Brand Loyalty47%45%Enhancing Brand Trust40%Converting Marketing Leads to Sales Qualified LeadsBran
29、d and Demand Marketing:A Love Story9FOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETINGCreating a system that connects marketing objectives to business outcomes can help create enterprise-wide buy-in for the marketing agenda:Brand DesirabilityYoY change in Top 3ARE WE KNOWN?Secure adequate top of
30、mind&consideration with defined target audienceARE WE CONSISTENTLY RELEVANT&DISTINCT?Stand for something and show up in a truly meaningful,memorable&recognizable wayARE WE AVAILABLE IN THE RIGHT CHANNELS?Consistently reinforce positioning throughout purchase processARE CONSUMERS LOYAL AND ACTING AS
31、AMBASSADORS?Build relationship with consumers through a real value exchangeLong-Term KPIYoY Spontaneous awarenessMoM Site visitsYoY Key attribute diferentiationMoM Organicsearch rankingsQuarterly API in target channelsMoM Engagement(clicks,app downloads)YoY Net Promoter ScoresMoM Referrals;cross-sel
32、l and upsell purchasesGrowth ShareAmong Segment 1Brand and Demand Marketing:A Love Story10FOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETINGThe Majority of Marketers Have a“Balanced”Approach to Brand and DemandAnnual Marketing Investment(Brand vs Demand)A Closer Look:Brand Marketing Investment336
33、3930-10%11-20%21-30%31-40%41-50%51-60%61-70%71-80%81-90%91-100%Percent spent on Brand MarketingReflects“balanced”investment2Q:Please indicate how much investment is aimed at brand and demand by allocating a percentage 0-100%Q:Please indicate how much investment is aimed at brand and deman
34、d by allocating a percentage 0-100%(results show brand only response)28%Brand-led60%Balanced12%Demand-ledSpending 60%of marketing investment on demandSpending between 40%and 60%of marketing investment on either demand or brandSpending 60%of marketing investment on brandBrand and Demand Marketing:A L
35、ove Story11FOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETINGBalance and focus are also key in channel selection.Our research did not find that channels traditionally considered as brandoriented (e.g.,out of home),or demandoriented(e.g.,paid search),are heavily skewed toward brand or demand in te
36、rms of marketing spend.Nearly all channels are used evenly for brand and demand marketing.Its their orchestration that can often define their effectiveness.For a large U.S.financial services provider that sought to quickly build its brand awareness and drive demand among new customers,a heavy digita
37、l display,video and social media buy was supplemented by pulsing broadcast TV,direct mail and even local newspapers.It intentionally designed a cohesive and seamless handoff from brand-building awareness advertising to direct response units,based on need states.Additionally,it optimized paid social
38、media ads,making it easier for customer experience teams to enable quotes and improve qualified leads.Within 18 months,the company earned a 30%gain in aided brand awareness,100%or more improvements on each of five key equity measures,74%increase in website traffic and 350%+in new leads compared to t
39、he previous year.The coordinated effort,sustained over several quarters,worked by delivering measurable results.While there may be a tendency to connect brand and demand marketing to specific channels,there is an opportunity to use the channel ecosystem more holistically to achieve key marketing obj
40、ectives.We also see a growing trend in cross-channel coordination aligned to customer segments and business objectives versus teams focused on channel-centered optimization.12FOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETINGMost marketers know that traditional marketing channels are not dead,des
41、pite the popular narrative to the contrary.Marketers who strongly agree that their businesses meet defined business goals are,in fact,less likely to use digital display advertising than marketers businesses who see their companies as less successful.Successful marketers are also slightly more likely
42、 to use direct mail than they are to use display as a channel.While there may be a tendency to connect brand and demand marketing to specific channels,there is an opportunity to use the channel ecosystem more holistically to achieve key marketing objectives.We also see a growing trend in cross-chann
43、el coordination aligned to customer segments and business objectives versus teams focused on channel-centered optimization.Marketing channels continue to evolve in how theyre used-and how they can be used together to achieve key marketing objectivesQ:When deciding where to allocate media budget,how
44、much do you allocate across each?40%42%44%46%48%50%52%54%56%BRANDDEMANDInfluencer MarketingPaid SearchPaid SocialDisplayOut-of-Home(OOH)Direct MailPrintStreaming AudioAddressabe TV/OTTOnline VideoBrand and Demand Marketing:A Love StoryBrand and Demand Marketing:A Love Story13FOUR GUIDING PRINCIPLES
45、OF BRAND AND DEMAND MARKETINGMarketers are beginning to think beyond the funnel to achieve better outcomes in increasingly non-linear customer journeys and touchpointsThe marketing funnel assumes customers follow a linear journey,and often misses reaching customers at critical moments.To drive stron
46、g brand relationships,we must embed brand and demand principles at every marketing touchpoint.Upper FunnelDiscoveryMid FunnelEngagementBottom FunnelConversion-POST PURCHASE CUSTOMER INTERACTIONTraditional BrandOpportunity to extend across journeyUpsellCross SellTraditional DemandReferralFOUR GUIDING
47、 PRINCIPLES OF BRAND AND DEMAND MARKETINGMarketers That Experiment WinFocus and connection to business outcomes are essential to success,but marketers are no longer able to follow the same playbook year after year.The leaders we spoke to talked about the importance of agile test-and-learn approaches
48、 that help ensure they are optimizing results.They integrate the planning process to include both brand and demand functions so they can make more holistic and thoughtful bets.“I like to think of my marketing investment like a financial portfolio.I make sure we are invested in bonds that will delive
49、r returns in a predictable manner year-over-year and then I like to think about how we can take on new risk.We should think of our spend as a portfolio of risk deployment.”Marissa Jarratt Chief Marketing Officer 7-ElevenBrand and Demand Marketing:A Love Story14Brand and Demand Marketing:A Love Story
50、15In our survey,the most successful marketers are more likely to cite strategic experimentation as the predominant force guiding investment decisions.This goes beyond performance marketing and automatic optimization of digital campaigns.Experimentation,or a“learning agenda”as some marketers dub it,c
51、an take many forms.Companies with distinct brand and demand goals can categorize their experimentation levers around spend allocation,channel mix,targeting and tracking,brand and creative,incentive and urgency.Taking an experimental approach suggests that shifting between brand and demand in a calcu
52、lated way can be more advantageous than static,historical results-based approaches.Spend AllocationChannel MixTargeting&TrackingBrand&CreativeIncentives&UrgencyDecide on spend levels and strategy to sustain in marketPlan efficient and effective channel mix with best practicesAlign on media target an
53、d best way to measure successBuild new customer branded funnel experiencesMotivate action and behaviors with offers or contentWorking together will achieve maximum outputLevers for Marketing ExperimentationFOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETINGCombining both leading and lagging indica
54、tors allows brands to predict both financial outcomes and consumer behaviors based on early responses,allowing them to course correct to achieve our business goals,if needed.Measurement with both lagging and leading indicators is key in a test-and-learn environment:LEADING INDICATORSLAGGING INDICATO
55、RSEMPLOYEE ENGAGEMENTMeasure the impact of employee engagement on consumer behaviors and business performanceBRAND PERCEPTIONS Measures brand performance on key measures of brand equityMEDIA PERFORMANCE Measures overall effectiveness of advertising and marketing media mixCUSTOMER TOUCHPOINTSMeasures
56、 overall effectiveness of touchpoints in driving key customer behaviorsOverall measures best used to assess impact because they follow a pattern or trend(e.g.,an increase in brand awareness will result in higher total ANP)FINANCIAL OUTCOMESPerformance on short-term financial metrics that reflect a b
57、usinesss near-term successCUSTOMER BEHAVIORS Performance on both stated and actual measures of consumer behaviorBRAND RELATIONSHIPPerformance on customer engagement metrics like NPSHighly responsive measures of day-to-day activities and predictive of future outcomes (e.g.,#of ad impressions will lea
58、d to increased brand awareness)FOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETING16Brand and Demand Marketing:A Love StoryFOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETINGBuild an Agile,ModernMarketing Organization“The transition our organization needs to make is from a siloed,linear approach
59、 to a more agile,brains in room format.We want to build a structure that puts the customer at the center.We also need an agency thats really pushing us.”Creating the right team,operating model and planning function can transform a marketing organization from static and siloed to agile and integrated
60、.In fact,marketers at successful businesses cite the organizations capabilities as a top driver of business outcomes.These companies are also more likely to work with agency partners,leveraging specialized talent to get the job done.Tyrrell Schmidt CMO,U.S.TD BankBrand and Demand Marketing:A Love St
61、ory17Brand and Demand Marketing:A Love Story18FOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETING“This work with Prophet pushed us to think differently about our structure and what would serve us best,short-and long-term.It led to greater synergy and efficiency across our growing marketing program
62、.And it did so in ways that benefit our teams,brand partners and ultimately our guests.”Growing trends include building centralized teams to synthesize market insights,developing integrated go-to-market plans,creating or managing assets,and developing strategies(if not directly managing)digital chan
63、nels.At the same time,theyre establishing linkages between enterprise or corporate teams,where brands are often managed,and the business and product teams accountable for demand.From our experience with Ulta Beauty,the national beauty retailer,we know shifting to a more customer and business outcome
64、 focused marketing approach requires stronger collaboration across teams.The company developed a marketing operations capability to track,report,prioritize and redeploy resources in a more agile way to maintain focus on customer and business needs.Karla Davis Vice President of Marketing Ulta BeautyF
65、OUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETINGPut the Customer at the CenterWe believe a deep understanding of the customer is what can help brands build relentless relevance and fuel uncommon growth.Senior leaders echoed this,stressing the value of deeply knowing their audience.Jarratt,7-Elev
66、ens CMO,offers the example of how social immersion led to identifying a growing trend,with customers posting photos of their cars in 7-Eleven parking lots.That insight helped inform a new marketing campaign and brand experience,infused with similar images.“Customers are telling us something that the
67、y believe about themselves and their relationship with 7-Eleven.and those are the insights we need to drive the business forward.”Marissa Jarratt Chief Marketing Officer 7-ElevenBrand and Demand Marketing:A Love Story19FOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETINGBrand and demand are both ke
68、y ingredients to a successful marketing strategy.However,focusing on“one versus the other”misses the point.Organizations must be set up in an agile,integrated way to think holistically about how they can support priority business outcomes.With a bent toward experimentation,marketers can successfully
69、 balance the two to meet short and long-term needs.To modernize the integrated marketing planning function,organizations must leverage agile ways of working that converge stakeholder interests on a more unified vision and target-state customer outcomes.FROM FRAGMENTED PLANNINGFunnel-driven strategie
70、s Product-centric approaches Unclear/unmeasured ROI Rigid annual processes Organizational siloes Marketing KPIsTO INTEGRATED PLANNINGJourney-driven strategies Customer-centric approaches Visibility on ROI Agile,iterative processes Unified marketing culture Business outcomesModern marketing depends o
71、n these six shifts:Brand and Demand Marketing:A Love StoryThe Opportunity:20Brand and Demand Marketing:A Love Story21FOUR GUIDING PRINCIPLES OF BRAND AND DEMAND MARKETINGBrand Building(traditional role)Create the strongest possible relationship between a companys brands and consumersDemand Generatio
72、n(traditional role)Generate engagement,leads,and conversionsAdvocacyMake sellers out of engaged,happy customersLoyaltyGenerate high satisfaction and brand afinityOnboardingHelp consumers and business understand how to utilize products and services fullyCHOOSEUSEDECIDE CONSIDEREXPLOREADVOCACYLOYALTYO
73、NBOARDINGSelling through Owned&Channel ExperiencesUse owned and 3rdparty channels to convert qualified leadsBdDbDbDbBdDbDifferent stages of a customer journey may lean more on brand or demand,but the opportunity is to show value in concert for each momentBrand and Demand opportunity at each point in
74、 the customer journeyBd=Brand-led;Demand Secondary BenefitDb=Demand-led;Brand Secondary BenefitCommon Entry Points for MarketersMarketers are confronting several internal and external headwinds when addressing the needs of their organization and customers.They are likely tackling one,if not all,of t
75、he following requirements to maximize success of brand and demand efforts:1.Marketing transformation in service of customer transformation2.Linking the way brand and demand functions operate3.Improving overall capabilities4.Improving return-on-investment measurement across activitiesBrand and Demand
76、 Marketing:A Love Story22Brand and Demand Marketing:A Love Story23COMMON ENTRY POINTS FOR MARKETERS2.Linking the way brand and demand functions operateOrganizations no longer have the luxury of subscribing to the legacy divide of brand and demand activities.Brand initiatives must demonstrate impact
77、to business objectives while demand efforts continue to influence brand perception.Brand and demand functions must overcome these divides through integration and cross-functional collaboration.1.Marketing transformation in service of customer transformationExternal market forces are compelling marke
78、ters to consider more customer-centric outcomes.Customers are faced with an increasing number of choices and have grown accustomed to personalized messaging and experiences.Marketers have to rethink how theyre organized to meet the specific needs of customer segments,while also demonstrating how the
79、ir activities directly serve the objectives of their organization.3.Improving overall capabilitiesA marketers ecosystem of partnerships and alliances is key to deploying brand and demand tactics efficiently,and at scale.Whether its complementing internal strategic resources with external activation
80、partners or evolving adtech and martech capabilities to strengthen marketing maturity,marketers must ensure their partners are equipped to serve current and future needs.4.Improving return-on-investment measurement across activitiesMarketers face increasing pressure to demonstrate the efficacy of th
81、eir brand and demand marketing efforts.In order to justify marketing budgets,leaders must ensure the appropriate measurement infrastructure is in place for all activities and tactics.To integrate brand and demand in this new and future-focused way,marketers can take four action steps:DesignPlanExper
82、imentMeasureBuild a marketing organization that has the skills and capabilities for both brand and demand,with teams working together for a shared purpose.Design marketing approaches in an integrated fashion starting with annual planning.Consider using the customer journey as a canvas versus the con
83、ventional channel.Build a learning agenda and provide an investment budget.Track performance and progress with an integrated brand and demand view.Brand and Demand Marketing:A Love Story24COMMON ENTRY POINTS FOR MARKETERSBrand and Demand Marketing:A Love Story25How To Work With UsThis topic is close
84、 to everything we do at Prophet.We counsel global CMOs and senior marketing and business leaders on both the power of brand and demand marketing to transform businesses.After decades exploring the keys to brand marketing,we have evolved to deliver demand generation capabilities and campaigns with ou
85、r clients as well.We have learned the two disciplines are becoming more closely linked.Figuring out the best ways to guide the relationship is a key ingredient in unlocking uncommon growth.For some of our clients this growing complexity and pressure to perform may mean they need to rethink their ove
86、rall marketing agenda and vision.For others,marketing planning needs a more customer-centric focus,to gain alignment to business outcomes and integrate brand-to-demand activities.And for some,it may be more about how teams organize or improve ways of working together.Need to bring brand and demand c
87、loser together?Get in touch.Prophet can help build the necessary support,collaboration and shared goals.Mat Zucker Marketing and Sales Practice Co-Lead&Senior Partner m_David Novak Marketing and Sales Practice Co-Lead&Senior Partner d_Thomas Anderson Engagement Manager t_Sarah Mier Senior Engagement
88、 Manager s_Brand and Demand Marketing:A Love Story26We are grateful to the many organizations and individuals who participated in the qualitative phase of research.We would particularly like to thank the individuals who provided valuable insights for this report:Ashley LaPorte,Director,RALLY David S
89、chneider,Chief Marketing Officer,Red Wing Shoes Keith Johnston,Chief Marketing Officer Research Lead,Forrester Portia Mount,VP Marketing,Trane Technologies Karla Davis,VP of Marketing,Ulta Beauty Marissa Jarratt,Chief Marketing Officer,7-Eleven Paul Stoddart,Chief Marketing Officer,Customer Success,
90、Salesforce Jennifer Warren,VP Global Brand Marketing,I Tyrrell Schmidt,Chief Marketing Officer,TD Bank Lars Hygrell,Former Chief Marketing Officer,Electrolux We would also like to recognize the contributions from the global Prophet team.A heartfelt thank you to Omar Akhtar,Scott Davis,Julia Dennison
91、,Andrew Dubois,John Ellett,Jonah Lundberg,Lindsay Malone McDonnell,Marisa Mulvihill,Abigail Murray,Chan Suh,Alexis Thomas and the many others who influenced and supported the developed of this research.We are very thankful for being able to draw on the expertise from this team.ACKNOWLEDGEMENTSDISCLA
92、IMER Although the information and data used in this report have been produced and processed from sources believed to be reliable,no warranty expressed or implied is made regarding the completeness,accuracy,adequacy or use of the information.The authors and contributors of the information and data sh
93、all have no liability for errors or omissions contained herein or for interpretations thereof.Reference herein to any specific product or vendor by trade name,trademark or otherwise does not constitute or imply its endorsement,recommendation,or favoring by the authors or contributors and shall not b
94、e used for advertising or product endorsement purposes.The opinions expressed herein are subject to change without notice.OPEN RESEARCH This independent research report was 100%funded by Prophet.This report is published under the principle of Open Research to advance the industry at no cost.This report is intended for you to read,utilize and share with others;if you do so,please provide attribution.Research PartnerBrand and Demand Marketing:A Love Story27SECTION TITLE