Gap Inc. integrates MMM insights but doesn't let them dictate strategy monolithically. They combine model outputs with real-time sales data and consumer trends to disrupt themselves, acknowledging that MMMs are based on historical data and can stifle innovation if followed too rigidly.

CFOs don't expect flawless marketing attribution. They distrust 'black box' metrics and prefer CMOs who are transparent about uncertainties. The best approach is to openly discuss imperfections and collaborate on a joint plan to improve measurement over time, building trust and confidence.

Gap's Head of Digital argues that a lack of brand investment forces performance marketing to work harder and become less profitable. Strong brand relevance makes all other marketing efforts more efficient, creating a symbiotic relationship.

In a world demanding short-term results, brand marketing isn't a separate luxury. It is a critical investment that builds top-of-funnel awareness, ensuring that lower-funnel performance tactics have a sufficient audience to convert and ultimately work harder.

Shift the mindset from a brand vs. performance dichotomy. All marketing should be measured for performance. For brand initiatives, use metrics like branded search volume per dollar spent to quantify impact and tie "fluffy" activities to tangible growth outcomes.

CLTV isn't just a metric; it's a strategic map. Understanding purchase frequencies and the entire customer lifecycle should be the foundation for creative choices, promotional timing, and messaging. Many brands neglect this, but it's the key to balancing acquisition with profitable retention.

When pressured to hit quarterly targets with promotions, use a simple filter: 'Does this action increase the long-term desirability of my full-price product?' This framework helps balance immediate revenue needs with the crucial goal of protecting and building brand equity, preventing a downward spiral of discounting.

Position marketing as the engine for future quarters' growth, while sales focuses on closing current-quarter deals. This reframes marketing's long-term investments (like brand building) as essential for sustainable revenue, justifying budgets that don't show immediate, direct ROI to a CFO.

Marketers often equate effectiveness with ad ROI, but communications typically drive only 10% of sales. The other 90% is influenced by levers like pricing, distribution, and product performance. True marketing effectiveness requires a holistic view across all these business areas, not just advertising.