Author: Jay Nachlis

Brand Growth Inspiration from Lofi Girl

What (or who) is your competition?

Thinking of battles only in terms of radio station vs. radio station, streaming service vs. streaming service, or podcast vs. podcast significantly limits the scope (and reality) of the landscape. In fact, thinking in terms of platform vs. platform misses the point entirely.

Entertainment is entertainment, and well-developed entertainment brands are thriving across multiple platforms. If you aren’t paying attention to how YouTube operates in your universe, you’ll a) be oblivious to content that highly engages today’s consumers; b) miss out on opportunities that offer inspiration for your own brand.

I recently blogged about YouTube’s significant impact in podcasting and the company’s plans moving forward. Additionally, I’ve highlighted a few of YouTube’s brightest stars like Mr. Beast and Rhett & Link, the “morning show” my 19-year-old son never ever misses (and doesn’t exist via a radio transmitter).

Ask a college student what music they use for studying, and don’t be surprised if they answer “lo-fi beats.” Further exploration may lead you to a YouTube channel called Lofi Girl which boasts over 12 million subscribers.

At any given time, tens of thousands of consumers listen to Lofi Girl’s 24/7 live stream of soothing music and beats built for background, work, studying, or relaxing (I’m listening to it right now). A live comment thread scrolls on the channel.

Could these same beats exist as simply a stream? Sure. But a YouTube channel and a constantly playing video of an animated image of the Lofi Girl character studying inspired internet memes, copycats, and even a Disney lo-fi beats album with artwork inspired by Lofi Girl.

Lo-fi beats are the channel’s product. Lofi Girl turned it into a brand.

The music you play won’t make you memorable, the way you present it will. And sometimes, it’s the simplest ideas that make it stick.

Ever listen to white noise to help you get to sleep? Playlists of white noise on Spotify are everywhere, similar “disposable” pieces of content.

Until a father who couldn’t get his son to sleep through the night created 12-hour playlists of sleep sounds, called it “12 Hour Sound Machines,” and started getting 300K downloads a day and 1.3 million unique listens a week.

Sleep sounds are the product. 12 Hour Sound Machines turned it into a brand.

Consider how you can present your product differently and then consider how to present it on other platforms. YouTube in particular can play an impactful role in your brand growth strategy.

Don’t miss Coleman Insights’ next Ask Me Anything webinar Wednesday, March 29 at 2PM EDT, when we address questions related to podcasting. Registration is open here.

Coming Up on March 29: Ask Me Anything – Episode 2: Podcasting

In our first Ask Me Anything (AMA) Webinar, consultants Jay Nachlis and Meghan Campbell answered questions related to brand and content research, including findings and use cases. In episode #2, we’ll tackle your podcasting questions.

In this fast-paced 15-minute webinar moderated by Client Services Director Kimberly Bryant, Jay and Meghan will discuss:

  • Important trends in the podcasting industry that will change the landscape for content creators and consumers
  • The headlines positing podcasting’s decline
  • How radio stations and talent can effectively use podcasting
  • Ways research can factor in your growth strategy

Registration is now open for the next Coleman Insights Ask Me Anything webinar on Wednesday, March 29th from 2:00 pm – 2:15 pm.

Register today for this AMA:

YouTube Music and Spotify on the Podcast Branding Carousel

As I reflect on the past week in Las Vegas at the Podcast Movement Evolutions conference, I’m thinking about two recent announcements that will have a significant impact on the podcasting industry. The first announcement, made the week prior at the Hot Pod Summit in New York, was revealed by YouTube’s head of podcasting, Kai Chuk.

YouTube will begin featuring audio and video-first podcasts on its YouTube Music platform.

The level of YouTube’s prowess for podcast consumption and discovery and this move was widely buzzed about in Vegas. For many podcasters, how to utilize YouTube effectively is a conundrum. Unlike audio-only platforms like Spotify and Apple Podcasts, YouTube cannot pull your show in with an RSS feed, which automatically populates artwork and show notes, and results in the user-friendly displays and players you see on audio platforms. Therefore, podcasting on YouTube can be a clunky, manual process. Discovery can be difficult and sorting chaotic. Because there’s no RSS feed, podcast analytics are a challenge, and thus monetizing becomes a pain.

Within this context, YouTube’s move makes sense. By offering podcasts on YouTube Music, it will pull in RSS feeds and should be easier for podcasters to set videos as podcasts on YouTube Studio. But YouTube’s biggest challenge has nothing to do with easing functionality for podcasters and listeners.

It faces a massive branding challenge.

YouTube has 2.5 billion active users globally. YouTube Music just surpassed 80 million subscribers. YouTube is where podcast listeners are. YouTube Music is where they want them to be. In theory, it will create more paid subscribers for YouTube Music and it will offer an ad-supported version if you don’t want to pay for it.

But YouTube Music is not a podcasting platform today. It never has been. It has “music” in the name and will attempt to grow using a spoken-word medium. It will take an immense effort to educate consumers of YouTube Music’s new role as a podcasting platform, one with no guarantee of succeeding. It may be challenging to improve the podcast experience on YouTube, but that feels like the more logical branding play. YouTube Music as a podcasting platform will start as a weak brand in the podcasting space, and we won’t know the quality of the content until its planned launch.

Anchor, one of the top podcast hosting platforms, was acquired by Spotify in 2019 and it benefitted from the unique new show boom that was fueled during the pandemic while people were at home. The number of active podcasts inflated. One of the things that supercharged Anchor’s growth was the fact that it was, and remains, a free hosting service and attracted beginners. This is in contrast to the $15 or so monthly fee that most hosting platforms charge to house your podcast, distribute to multiple players like Spotify and Apple Podcasts, and provide a level of analytics.

Then, all of a sudden last Wednesday at Spotify’s Stream On event, the company announced it would change the name of Anchor to Spotify for Podcasters. If you do a Google search for Anchor podcasts, you may see Anchor in the listing but you’re redirected to with a long explanation of why Spotify for Podcasters will be better. Among those improvements include the ability to upload video podcasts to Spotify and more advanced analytics.

Just as time will tell if YouTube’s launching of podcasts on YouTube Music will work, we’ll have to see how Spotify’s dropping of the Anchor (sorry, too easy) plays out. The company didn’t spend time leading up to the change educating and informing consumers it was coming. Many users will be confused when greeted with the new name. Spotify is a podcasting player, not a hosting platform for podcasters. Its challenge will be to convince current users to stay, as well as educate consumers about Spotify’s new role as a hosting platform.

In time, both initiatives may succeed but each will be undeniably difficult. Changing brand perceptions to influence consumer behavior is one of the most difficult tasks a marketer will face. We look forward to watching both closely.

Why Strategy Must Come Before Tactics (And How Research Fits In)

One of the most-read Tuesdays With Coleman blogs (which was published on December 4, 2018) is “Direct Marketing is Easy. Brand Marketing is Hard.” Digital marketers, some of whom may disagree with me on that statement, spend countless hours tracking the success of campaigns and optimizing messages based on the data.

A/B testing is a way of life.

And while the trackability of digital campaigns is great and immensely useful, playing the short-term game and tweaking your SEO (Search Engine Optimization) is only one part of the equation. Most importantly, if you don’t have a clear strategy to inform the tactics, you set yourself up to hit roadblock after roadblock.

Consider how many times this flow has been executed “out of order.”

Here’s an example of how it should play out.

Let’s say the Carolina Panthers want to improve their fan base in the state of North Carolina outside of their home base in Charlotte.

First, they should conduct research to determine where the strongest opportunity is, which informs the strategy. Based on the results, that might turn into “Grow the fanbase in the Raleigh and Greensboro markets.” Or “Grow the fanbase in Asheville.” Or maybe it shows there’s a greater opportunity in another region that the team wasn’t aware of.

A hypothetical question for the Carolina Panthers should start with a research study, which would inform the strategy, tactics, and measurable goals

Now the strategy can be executed with tactics, which is informed by both elements of the flowchart above it. Research can indicate which markets are most ripe to grow the fan base, and it can also show the best ways to reach them. What shows do they watch? What social media do they use? What radio stations do they listen to?

Only then should a goal be drawn up, because research will have indicated how much opportunity is available in the market. Is the goal to get 1,000 new season ticket holders in Greensboro? 2,500? 5,000? The goal should be ambitious but also based in reality, which research helps provide.

Ever had goals thrown around in your business with no fundamental basis?

Consider how blindfolded you are when starting with each layer other than the top.

  • If you set goals without deeply understanding the consumer landscape, how do you know if they are realistic?
  • If you focus on tactical without mapping out the strategy, how do you know if the tactics are on target?
  • If you focus on strategy without conducting research, how will you know if the strategy is a winning one?

At Coleman Insights, we follow the Research>Strategy>Tactics>Goals flow in our Plan Developer studies.

You likely have beliefs about your market, target audience, strengths, and weaknesses. Perceptual research is designed to test those beliefs. Answer those questions. Identify the strengths and weaknesses. Once we understand the landscape, we map out a strategy to take advantage of what we’ve learned. The tactics, including who to target and where/how to reach them, are informed by the strategy. Finally, specific, actionable, and achievable goals can be set for the team.

Strategy: built on data and opinions, this is how you answer the question: “why are we doing that?”

Tactics: built on strategy, these are individual investments you make to achieve the strategic goal.

Following the process from research to goals is more rewarding, more efficient, and reduces the time and expenditure spent on the wrong direction.

Ask Me Anything – Episode 1: Brand Research vs. Content Research

Welcome to our new Ask Me Anything webinar series!

Each month will feature a different topic, as we cover questions related to research, branding, and marketing strategy in audio entertainment – all in just 15 minutes!

In our debut AMA episode, consultants Jay Nachlis and Meghan Campbell, along with moderator and Director of Client Services Kimberly Bryant, discussed “Brand Research vs. Content Research”. Watch the 15-minute video below:

Questions We Answered:

  • 02:48 – What is the difference between brand research and content research?
  • 04:01 – Can you give an example of when a radio station would use both brand research and content research?
  • 06:42 – Are you seeing any trends in research which explain why non-com radio brands are performing well in PPM measurement?
  • 09:09 – Should there be more innovation in on-air programming (vs digital platforms) and how do you research that?
  • 11:23 – Our radio station has never done research. Our music and personalities are on target, but performance has been down. Where do we start with research?
  • 13:19 – What are some branch research trends you are seeing today?


A Research Study Is Only as Good as Its Design

Every question and issue does not require a Coleman Insights-level research study. We encourage our clients to conduct smaller-scale surveys to solicit feedback from their consumers. We’ve all seen self-serve questionnaires, hosted on platforms like Google Forms or Survey Monkey, from companies on whose mailing lists you’ve landed. As you might expect, the consistency of surveys like this varies widely. Our SVP/Research Operations David Baird tackled this issue in the Tuesdays With Coleman blog “Three Best Practices of Questionnaire Development.”

Recently, I was served a Facebook ad from a city government. The hook was “We want to hear from you! We are polling the community to learn about priorities for next year’s city budget.”

A city government posted a survey via Facebook to solicit opinions from the community on budget priorities

I was a little concerned that the city was using a Facebook poll for budget priorities, but I respected the community reach out and was game. Sure, why not.

Question 1 asked how important it is that the city “provide each of the following services.”

There were 33 choices. Providing a safe reliable bus system, Quality downtown parking, Reducing traffic accidents and congestion, Providing parking enforcement, Quality sidewalks, Maintaining city streets, Adequate EV charging stations, Providing bike lanes, High quality spaces where people live, work, and relax, Well maintained infrastructure (water, sewer, electric/gas), Affordable housing options, Preventing fires through public education and safety inspections, Maintaining a clean downtown, Responding to community needs (fire, police, 911), Preparing for disasters (earthquakes, hurricanes, pandemics), Quality community centers, Environment that promotes diversity and inclusion, Quality city entertainment venues, Opportunities to celebrate, connect, and contribute to creative and cultural ecosystem, Preserving local history, Providing job opportunities, Supporting small business, Supporting equity and minority and women-owned businesses, Youth skill development opportunities, Protecting natural resources, Engaging with and reaching out to the community, Making it easy to report issues and make service requests, Making it easy to pay bills and fees, Supporting actions that may reduce energy bills, Reducing energy consumption and supporting renewable energy use throughout the community, Giving residents a chance to express their views before making budget decisions, Using emerging technology and data to improve city services, Offering quality garbage and recycling collection, and Giving residents the information they need about recycling in your neighborhood.

Did you really read all 33 choices? Don’t feel guilty if you didn’t. Most of the survey respondents didn’t read them either.

The next question asked about my satisfaction with each of these 33 services, followed by a verbatim question: “Anything else you’d like included in the budget?”

Oh, my goodness.

The first question didn’t ask me to rank which services were most important, just which ones I felt were important and unimportant. But as I read them, I couldn’t help but compare and contrast. What does “quality” mean to them? It could mean something different to me. And are they really asking if I think pandemic preparation and the fire department are important?

Call me crazy, but I rated disaster preparation as “Extremely Important.”

I chuckled when I got to the verbatim question, because I had to scroll and scroll and scroll to see what was covered already.

There are several ways the survey could have accomplished what the city was going after. It may have included wording the questions differently, reducing the number of answers, grouping the answers into categories, and actually ranking priorities – while that seems to be the intention of the study, unfortunately the survey design may not provide the clarity the city seeks.

When designing a questionnaire, always consider it from the vantage point of the one taking the survey. Is every question clear? Is every potential answer necessary? Will the design lead to answering the main questions/issues that inspired the survey in the first place?

If not, go back to the drawing board. The results are always only as good as the design.

What Is Cume Conversion Rate and Why Is It Important?

If you’ve seen a Coleman Insights Plan Developer perceptual study, you may recall the term “Cume Conversion Rate.” Put simply, it is the percentage of Cume that a radio station converts into P1 listening. While success can vary based on factors such as the number of stations in a market, our typical Cume Conversion Rate benchmark is 40%. Meaning, if a radio station converts at least 40% of its Cume to P1, it is generally satisfying its listeners. Although this example applies to radio, this conversion is important to nearly every business. A flood of listeners checks out your podcast, but do they come back for more episodes? Lots of people may come into your restaurant, but are you earning their repeat business?

While it is never the sole answer to a burning question, it never ceases to amaze how often Cume Conversion Rate plays a key role in our findings.

In this example, Station A and Station B surpass our benchmark for Cume Conversion Rate, converting 58% and 45% of their Cume to P1, respectively

When a radio station is underperforming in the ratings and seeks to understand why, a high Cume Conversion Rate can be an indicator that the station is doing many things right with the audience it has. But its Cume may be too low, indicating a potential awareness challenge in the market.

We may see a similar scenario, where a station has high Cume but lagging numbers. A low Cume Conversion Rate may indicate that, while the station’s brand brings audience in, the product is misaligned in some way that is affecting the performance.

A low Cume Conversion Rate could be the result of several underlying issues that span a Plan Developer study. Is the station playing music that’s out of sync with market tastes? Are the personalities unknown or not making an impact? Has it not developed any images beyond its Base Music or Talk position and is thus seen as a utility? Has a station’s Cume Conversion Rate declined over time, and what does that tell us?

These are just a few examples of questions we seek to answer.

Cume Conversion Rate is a “what,” not a “why,” but insights culled from perceptual data gathered in a study lead us to the why.

It is those special instances when a station pulls it all together – high Awareness, delivering a largely appealing product aligned with the brand, along with deeply developed images that make a strong connection with the audience – where a high Cume Conversion Rate tells the greatest story of all.

How a Brand Can Outshine Content: In-N-Out Burger vs. Whataburger

It can be challenging to explain why brand perception­ – a component of a great many of our research studies – is so important.

After all, the best content always wins, right?

Enter In-N-Out Burger and Whataburger.

Most who know me well are familiar with my love of In-N-Out, the west coast fast food cult favorite. We don’t have any locations in North Carolina where I live (though perhaps soon!), so I generally plan a side trip to grab a Double Double and animal style fries whenever I’m on the west coast.

In-N-Out Burger

Credit: Shutterstock

Recently I found myself in Austin when a light bulb clicked on. I remembered In-N-Out expanded into Texas a few years ago.

I mentioned this to several Texans, on separate occasions in different places. While their reaction to In-N-Out Burger slightly varied in how they expressed it, every one of them can be encapsulated in one simple word:


Meh?? How could this be? How could all these Texans not be fawning over my beloved In-N-Out, supremely grateful for the presence of the iconic burger palace?


Credit: Shutterstock

Texans gush about Whataburger the way I gush about In-N-Out. The two chains are similar in several ways. They were both founded around 75 years ago, providing plenty of time for generations to build fond memories. They have passionate fan bases. Each has expanded past its core, In-N-Out beyond Southern California and Whataburger beyond the Lone Star State.

But let’s be honest here for a minute. Are the content offerings really that different? Or is the Double Meat Whataburger pretty similar to the Double Double? Both claim their fries come from freshly peeled potatoes. The chocolate shake is delicious no matter which restaurant you pick.

You can’t compare In-N-Out and Whataburger to McDonalds and Burger King, but you certainly can compare them to other fast casual chains like Five Guys, Burger Fi, Shake Shack, Smashburger, and Culver’s. I’ve been to every one of those, and they’re all really good.

And yet, I sing the praises of In-N-Out.

I don’t do this because the content is that much better. I do it because the brand has made an emotional connection with me. Yes, it’s the food, but it’s the memories of eating it with my uncle and cousin in Long Beach. It’s the vintage style In-N-Out t-shirt I wore. The decal I had on my first car. The iconic logo, which reminds me of all of that.

That’s brand building. And while In-N-Out may do just fine in Texas, that’s why a large number of Texans will never say they like In-N-Out more, even if they think the product is equal or even better. It doesn’t matter, because Whataburger made the emotional connection. They have the perceptual edge.

And so it goes with your brand. Think about your product and consider if it’s appreciably different to that of your competitors. If you’ve ever kicked yourself and wondered why the competition wins so handily when the content is equally strong, it could be immensely valuable to take a deep look at the perception of your respective brands. Until you understand the landscape of perception, generating content can be like throwing darts with a blindfold.

Or trying to convince a Texan that In-N-Out is better.

Introducing the Coleman Insights Music Specialists

In life, you run across different kinds of rock stars.

There are the obvious ones – extroverts, in front of the stage, commanding attention.

But there’s another kind of rock star. The one behind the scenes, the kind whose presence could be missed if you’re not looking closely enough.

Jennifer Donnelly and Mandy Couch are those kinds of rock stars for Coleman Insights. Their presence may not always be obvious, but their influence permeates throughout nearly every project our firm completes.

Jen and Mandy both carry the title “Senior Music Specialist.” You’ll discover in the notes from our recent lively and spirited roundtable discussion just how these two peas in a pod are massively integral to Coleman Insights’ success.

Coleman Insights’ Senior Music Specialists Jennifer Donnelly and Mandy Couch

It starts with their deep love of music from a young age. Jen says, “I would sit there with my tape recorder and record music off the radio. I would be so mad when my mom would come in and would mess up the recording because then I would wait for it to come on again.” Mandy talks about being raised on The Beatles, but remembers when Grunge broke as she was starting high school. “I was between Goth clothes and Grunge clothes. There was a station called Surf 107 in Wilmington, North Carolina, and that’s all I listened to.”

Jennifer’s dad co-founded The Make-A-Wish Foundation of Eastern North Carolina, which Jennifer was involved with after college graduation. Not long after, her unique music knowledge landed her a position at Coleman Insights (then known as Coleman Research) in 1994.

When Mandy graduated from college armed with an English degree, she was working at a record store when a customer referred her to Coleman Insights. After initially taking a front desk position at Coleman, Jennifer recognized Mandy’s passion for music, and she was promoted.

They have worked together as Coleman Insights’ “music team” for 23 years.

When you ask Jen and Mandy what their favorite part of the job is, you get a quick answer.

“Coding music.”

Every single song in the Coleman Insights music library has a sound code. How a song is coded has huge implications for studies because of the many unique features of a Coleman study, as Jen explains.

“When we’re coding songs, we aren’t just thinking about it for one thing. We’re thinking, how’s it going to cluster with other coded songs when we do their music test? We’re thinking about when we run a monitor analysis for a client (including showing the percentages of each sound code airing on the station). That must be correct. So we have to point out when one song doesn’t feel right. It affects everything else in our research.”

Sometimes the process includes spirited discussions about coding with each other, the Coleman Insights consultant team, and radio station programmers and consultants.

Once something is coded one way doesn’t mean it will always be coded that way, and that’s one of the advantages of having Jen and Mandy constantly evaluating the library. Jennifer uses Creed as an example of a band whose songs shifted in coding years ago. “When Creed first came on the scene, they were perceived as hard. Then, some songs crossed over to Pop. So, for example, when “With Arms Wide Open” crossed over, that made their other songs not seem as hard. We had to do some shifting of how we coded everything of theirs.”

Coding can change on certain songs, as occurred when Creed crossed over to Pop.

Jen and Mandy also need to consider how different formats see the same song differently. As Mandy explains, “A Hot AC station may see a song as AC, while a Mainstream AC may see it as Pop. You have to think about how it will fit on that specific station.”

These are just a few of the intricacies Jen and Mandy think about and deal with on a daily basis. Their work is behind the scenes and not always obvious, but it is highly worthy of our appreciation and respect.

Mandy makes a point about the client impact. “The way we code songs can make or break a station’s music presentation. Those codes go into music software, rules are put into place, and that’s the station’s sound to match the strategy. We’ve got to get it right.”

The Astounding Brand Rupture of Southwest Airlines

When I interviewed for a position at Coleman Insights five and a half years ago, one of my assignments was to create a PowerPoint presentation featuring the subject of my choosing, which I delivered in front of the entire consultant team. The topic I selected was cult branding, inspired by one of my favorite books on the topic: The Power of Cult Branding: How 9 Magnetic Brands Turned Customers Into Loyal Followers by Matthew W. Ragas and Bolivar J. Bueno.

In the book, the authors illustrate how Cult Brands follow the “Seven Golden Rules of Cult Branding”:

  1. The Rule of Social Groups: Consumers want to be part of a group that’s different.
  2. The Rule of Courage: Cult Brand inventors show daring and determination.
  3. The Rule of Fun: Cult Brands sell lifestyles.
  4. The Rule of Human Needs: Listen to the choir and create Cult Brand evangelists.
  5. The Rule of Contribution: Cult Brands always create customer communities.
  6. The Rule of Openness: Cult Brands are inclusive.
  7. The Rule of Freedom: Cult Brands promote personal freedom and draw power from their enemies.

The nine brands highlighted in the book (written in 2002) are Star Trek, Harley-Davidson, Oprah Winfrey, World Wrestling Entertainment, Apple, Volkswagen Beetle, Jimmy Buffett, Vans Shoes, and Linux.

While time has shifted the relevance of a few of these brands in the past two decades, the themes that permeate through each are clear. These brands inspire passionate fan bases and are intensely focused on their customers. A number of years ago, Bueno’s The Cult Branding Company profiled another “certified” Cult Brand.

Southwest Airlines.

Based on recent events, you may feel like you’ve been transported to an alternate universe when reading the Cult Brand profile of Southwest which includes the following nuggets:

  • “Southwest’s maintenance of financial reserves to counter major setbacks allowed them to focus on what really matters: the employees and the customers.”
  • “Southwest employees donated $1.3 million to help the airline (after September 11th)”
  • “A much more positive work environment is created in which everyone works together to find out what went wrong and how it can be prevented in the future.”
  • “Their efficient communication-focused approach has resulted in fewer lost bags, fewer delays, and inevitably, fewer complaints.”

That sentiment is quite a far cry from this open letter from Southwest Airlines Captain Tom Nekouei on December 31st, 2022, that places the blame for the recent systemwide meltdown squarely on airline leadership that shifted the focus from the customer to the shareholder and torched the values that made Southwest a Cult Brand.

Many are wondering if Southwest Airlines will ever recover from this mess.

Southwest Airlines

We regularly track image perceptions in strategic research we conduct for brands. By doing so, we can identify which images are strengths and weaknesses. Which images are owned and which are available in the marketplace. While we don’t conduct research for Southwest, we can just imagine the hit the airline will take in crucial images like Customer Service and Reliability.

A major lesson we share with our clients often is how images are like icebergs. Slow to develop, slow to erode. But a major event can throw that into chaotic disarray. It took decades for Southwest to build its positive brand images, and by many accounts from its own employees, leadership seemingly put it all at risk to save a buck.

Southwest’s brand recovery will take patience and time. First, the airline will need to invest to fix the underlying technical issues that caused the meltdown. Then, it will have to attempt to rebuild the culture of an untrusting, betrayed workforce. Finally, it will need to convince consumers, and we’ve learned that just doing those things isn’t enough. They will need to spend massive amounts of money on the inevitable “The Southwest You Luv Is Back” message. All of which could have been prevented if the company hadn’t stopped investing in the brand, which leads me to the final takeaway for every brand.

Cutting costs is easy. It’s tangible. You can see exactly how much you’ll save.

Investing in your brand is hard. Research doesn’t deliver instant results. Brand marketing today won’t spike your profits tomorrow.

But in our experience, those who invest in their brands see consistent growth over time. Those who cut may experience a short-term bump, but the brand damage may be incalculable.

That’s just not a risk worth taking.