2026年品牌营销问责状况报告（英文版）-

StateofBrandMarketing

Accountability

March2026

Foreword

Brandmarketinghasanaccountabilitychallenge.Notbecauseitdoesn’twork,butbecausetoomany

organizationslackthemeasurementinfrastructuretoprovethatitdoes.

Thisisn’tanewtension.Butit’sgettingworse.Overthepasttwoyears,budgetshavesteadilyshiftedtoward

performancemarketing,notbecauseperformanceismoreeffective,butbecauseit’seasiertomeasure.Theresult:brandinvestmentisbeingsqueezedbya

measurementgap,notastrategygap.

MMAGlobalandWPromotepartneredonthisstudytoanswerastraightforwardquestion:whatdothe

marketerswhosuccessfullydefendbrandbudgets

actuallydodifferently?Wesurveyed102senior

marketersacrossNorthAmericaandfoundthatroughlyhalfhavebuiltwhatwecall“BrandAccountability”,theabilitytousemeasurementtojustifyandprotectbrandinvestment.Theotherhalfremain“vulnerable”.

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Thegapbetweenthesetwogroupsisn’taboutbudgetsize,industry,orcompanymaturity.Itcomesdowntothreethings:measurementconfidence,finance

alignment,andtheabilitytolinkbrandmetricsto

businessresults.BrandAccountablemarketersaren’tjustmoreconfident,they’regettingmorebudget,moreinternalsupport,andmoreresiliencewhencutscome.

Thisreportlaysoutthedatabehindthatdivideand

givesyouapracticalframeworkforclosingit,whetheryou’restartingfromscratchorlookingtosharpenwhatyoualreadyhave.

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StateofBrandMarketingAccountabilityin2026

45%ofmarketersshiftedbudgettowardPerformanceoverthepasttwoyears.Lookingahead,netbudgetoptimismfavorsperformance(+38%)overbrand(+30%).

01

TheshifttoPerformancecontinues

02

Confidenceinbrandmeasurementislow

Only18%ofmarketersfeelveryconfidentintheirbrandmeasurementstrategy.Lowconfidencemeansbrandbudgetsarefirsttobecutwhentimesgettoughandhardertogrowwhentimesaregood.

03

MarketingandFinance

aren’talignedonbrandROI

Only24%ofcompaniesreportbeing"veryaligned"withFinanceonbrandmeasurement.BrandAccountablemarketersare2.6xmorelikelytohavethisalignmentinplace.

04

The#1capabilitygap:linkingbrandmetricstosales

Whenaskedwhatsinglecapabilitytheymostneed,marketerssaid:linkingbrandmetricstobusinessoutcomes.QuantifyingbrandROIisstrongly

associatedwithconfidence(r=0.58)andfinancealignment(r=0.56),thefactorsmostcorrelatedwithbudgetprotection.

Yourmanagersmaybemoreoptimisticthan

05

Executivesaremorerealisticaboutmeasurementlimitationsthantheirdirectreports.Managerstendtooverestimatefinancealignmentand

underestimatebarrierstoadvancedmeasurement.

realitywarrants

Agenda

01

02

03

StudyMakeup&Methodology

StateofBrandandPerformanceBudgets

TheNorthStar:QuantifyingBrandROIandAligningwithFinance

04MeasurementandAttributionDeepDive

05TheSeniorityGap

06LookingintotheFuture

4

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01

StudyMakeup&Methodology

102PrivateSectorSeniorMarketersfromNorthAmerica

OnlineSurvey,LOI13m

Fieldwork:Aug-Nov2025

RespondentssourcedfromMMAandtwoverifiedexternalB2B

panelproviders

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6

Q:Whichbestdescribesyourcompany'sprimaryindustryorsector?(Selectone)

Q:Tothebestofyourknowledge,whatwasyourcompany’s2024reportedannualgrossrevenue?(inUSDollars)N=102SeniorMarketers

IndustriesRepresented&Revenue

Retail&E-commerce

Manufacturing&IndustrialConsumerPackagedGoods(CPG/FMCG)

HealthcareOrganization

FinancialServices&Insurance

TechnologyCompany(IT/Software)

Transportation&Logistics EnterpriseBrand/EndClientHospitality,Travel&FoodService

EducationalInstitution

21%

$50billion+

16%13%

$10billion-$50billion

12%

$1billion-$10billion

10%

7%

$500million-$1billion

7%

6%

$250million-$499million

6%

Under$249million/Notsure

1%

0%10%20%30%

7%

20%

34%

25%

11%

3%

0%10%20%30%40%50%

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7

Q:Whichbestdescribesyourcurrenttitle/levelwithinyourorganization?(Selectone)

Q:Inwhichareabestdescribesyourrolewithinthemarketingdepartmentatyourcurrentcompany?(Selectone)N=102SeniorMarketers

MarketerRole&Seniority

C-LevelExecutive

(CEO,CMO,CTO,etc.)

ExecutiveVicePresident/SeniorVicePresident

VicePresident

Director/SeniorDirector

SeniorManager/GroupManager

OtherTitles

ExecutiveLeadership

(CMO,ManagingDirector,VP,etc.)

BrandMarketing

Digital/PerformanceMarketing

45%MarketingOperations

Analytics/Measurement

Advertising/Creative

17%

7%

17%

11%

4%

0%10%20%30%40%50%60%

31%

26%

16%

13%

7%

3%

0%10%20%30%40%50%

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02

StateofBrandand

PerformanceBudgets

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9

StateofBrandandPerformanceBudgets

1BrandandPerformancebudgetsareperceivedtobemostlyat“equilibrium”vswhatmarketersconsideroptimal

2

MarketershaveseenashifttowardsPerformance,duetoanincreasedfocusonoutcomes,whichisexpectedtocontinue,althoughmildly

3

Confidenceinbrandmarketingmeasurementislow,whichispartofthechallenge

4

~50%ofmarketersusedmeasurementinsightstodefendorincreasebrandmarketingbudget.Wewillcallthem“BrandAccountable”

5

BrandAccountableleadersarealotmoreconfidentabouttheirmeasurementcapabilities,sotheyaremuchmorelikelytoplanforincreasedbudgetsin

next12monthsbutalsotoprotecttheirbrandbudgetincaseofadownturn

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10

Q:Approximatelywhatpercentageofyourmarketingbudgetgoestobrand-building(upperfunnel)vsperformancemarketing(lowerfunnel)?(Musttotal100%)

Q:Ideally,whatwouldyourbudgetsplitbetweenbrandandperformancebetodrivelong-termgrowth?(Musttotal100%)N=102SeniorMarketers

BrandandPerformancebudgetsaremostlybalancedvswhatmarketersconsideroptimal

60%

50%

40%

30%

20%

10%

0%

CurrentBudgetAllocation

55%

45%

Avg%PerformanceMarketingAvg%BrandMarketing

60%

50%

40%

30%

20%

10%

0%

Long-TermGrowthAllocation

52%

48%

Avg%PerformanceMarketingAvg%BrandMarketing

11

Q:Overthepasttwoyears,howhasyourbudgetallocationbetweenbrandandperformancechanged?(Selectone)

Q:Howdidyouarrivetothisbudgetallocationbetweenbrandandperformance?(Selectallthatapply)N=102SeniorMarketers

MarketersseeashifttowardsPerformance,duetoanincreasedfocusonoutcomes.

MoretowardsPerformanceMarketing

MoretowardsBrandMarketing

Stayedthesame

ShiftLast2Years

45%

31%

24%

0%20%40%60%

FactorsInfluencingShift

Ourleadershipdecidesbasedoncompanygoalsandpriorities

Weprioritizeperformancemarketing whichwemeasure,andthenweallocatetheresttobrandmarketing

Wefine-tunetheallocationeveryyearbasedonoutcomes,butwedonIthaveasophisticatedattributionapproach

Webenchmarktoindustrydataandwhatourcompetitorsaredoing

Wehaveaunifiedmeasurementand attributionsystemforbrandandperformancethatgivesusexactallocationrecommendations

Other(pleasespecify)

53%

49%

41%

37%

22%

8%

0%20%40%60%

12

Q14:Thinkingaboutthenext12monthshowdoyouexpectyourbudgetstobe(up,samedown)for…N=102SeniorMarketers

TheshifttoPerformanceisexpectedtocontinuealthoughmildly

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

Next12MonthsShifts

51%

36%

36%

13%

47%

48%

41%

17%

11%

TotalMarketingPerformanceMarketingBrandMarketing

Down(Lessbudget)TheSameUp(Morebudget)

13

Q30:Howconfidentareyouaboutyourcurrentbrandmeasurementstrategy?(Selectone)N=102SeniorMarketers

Confidenceinbrandmarketingmeasurementisnotstrongandispartofthechallenge

BrandMeasurementConfidenceLevel

18%

Veryconfident

54%

Somewhatconfident

82%

Notveryconfident

17%

Neutral

10%

Somewhatunconfident

2%

Veryunconfident

0%10%20%30%40%50%60%70%80%90%100%

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14

Q:Inthelastyear,haveyouexplicitlyusedmeasurementinsightstojustifyordefendyourbrandmarketingbudget?(Selectone)N=102SeniorMarketers

~50ofmarketersusedmeasurementinsightstodefendorincreasebrandmarketingbudget

Yes,successfullyincreasedordefendedbrandbudget

Yes,butdidnotimpactbudgetdecisions

No,measurementinsightswerenotexplicitlyused

Notapplicable/didnotfacebudgetpressures

Other(pleasespecify)

ImpactofMeasurementonBudget

53%

Brand

AccountableLeaders

53%

30%

12%

3%

1%

0%10%20%30%40%50%60%70%80%90%100%

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15

Q30:Howconfidentareyouaboutyourcurrentbrandmeasurementstrategy?(Selectone)N=102SeniorMarketers

BrandAccountableleadersarealotmore

confidentabouttheirmeasurementcapabilities

Veryconfident

Somewhatconfident

Neutral

Somewhatunconfident

Veryunconfident

BrandMeasurementConfidenceLevel

6%

7%

4%

0%

4%

17%

27%

30%

46%

59%

0%

10%

20%30%

40%50%60%70%

BrandAccountable(N=54)

BrandVulnerable(N=48)

16

Q35:Hasimprovingbrandmeasurementledtogreaterinternalsupportforbrandinvestments?(Selectone)N=102SeniorMarketers

BrandAccountableleadersaremuchmorelikelytounlockmoresupportforthebrandastheyimprovemeasurement

Yes,significantlymoresupport

Somewhatmoresupport

Nochange

Lesssupport

Notapplicable/measurementnotimproved

BrandMeasurementImpactonBudgetSupport

31%

2%

63%

58%

4%

33%

0%

2%

2%

4%

0%10%20%30%40%50%60%70%

BrandAccountable(N=54)BrandVulnerable(N=48)

17

Q:Approximatelywhatpercentageofyourmarketingbudgetgoestobrand-building(upperfunnel)vsperformancemarketing(lowerfunnel)?(Musttotal100%)

Q:Ideally,whatwouldyourbudgetsplitbetweenbrandandperformancebetodrivelong-termgrowth?(Musttotal100%)N=102SeniorMarketers

Asaresult,BrandAccountableinvestmoreinbrand,andtheyareclosertowhatthey

perceiveoptimalforlongtermgrowth.

70%

60%

50%

40%

30%

20%

10%

0%

CurrentBudgetAllocation

62%

49%

38%

51%

Avg%PerformanceMarketingAvg%BrandMarketing

70%

60%

50%

40%

30%

20%

10%

0%

Long-TermGrowthAllocation

56%

49%

44%

51%

Avg%PerformanceMarketingAvg%BrandMarketing

BrandAccountable(N=54)BrandVulnerable(N=48)

18

Q:Thinkingaboutthenext12monthshowdoyouexpectyourbudgetstobe(up,samedown)for…N=102SeniorMarketers

Brandaccountableleadersarealsomuchmorelikelytoincreasetheirbudgets(Brand+Performance)in

next12months

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

TotalMarketingBudgetsnext12MPerformanceBudgetsnext12MTotalBrandBudgetsnext12M

31%

59%

46%

42%

30%

30%

11%23%

BrandVulnerableBrand

Accountable

40%63%

BrandVulnerableBrand

Brand

Accountable

BrandVulnerable

Accountable

50%

59%

33%

35%

19%

15%

7%

7%

Up

(Morebudget)

TheSame

Down

(Lessbudget)

19

Q:Ifyouhadtoreduceyourmarketingbudgettoday,whichareawouldlikelybecutfirst?(Selectone)N=102SeniorMarketers

BrandAccountableleadersarealsomorelikelytoprotecttheirbrandbudgetincaseofadownturn

BrandMarketing

Bothequally

PerformanceMarketing

First-CutBudgetReductions

28

37%

35%

%

42%

50%

8%

0%10%20%30%40%50%60%

BrandAccountable(N=54)BrandVulnerable(N=48)

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03

TheNorthStar:

QuantifyingBrandROIandAligningwith

Finance

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21

QuantifyingBrandROIandAligningwithFinance

1Ingeneral,brandROIisnotanareaofclearalignmentbetweenmarketing

andFinance

2

BrandAccountableleadersaremuchmorelikelytohaveestablishedprocesstocollaboratewithFinance

3

SharedKPIandongoingcollaborationbetweenMarketingandFinancearekeypartsoftheaccountabilityprocess

4

Mostcompaniesclaimtohavequantifiedthetotalcontributionofmarketing.But

BrandAccountablearemorelikelytohavedoneitforthebrandinvestmentaswell.

5

Companiesneedtotriangulateresultsfrommultipletoolsinordertointegratebrandandperformancemeasurement

6

Linkingbrandmetricsandsalesisthenumberonecapabilityneededtoboostbrandmarketingaccountability

7

BrandAccountablecompaniesaremuchmoreadvancedinlinkingbrandmetricstobusinessoutcomes,usingMTA,orMMMasthestartingpointandaremuchmore

likelytofocusonindividual-leveldataandexperiments

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22

Q:HowalignedareyourmarketingandfinanceteamsonevaluatingbrandinvestmentROI?(Selectone)N=102SeniorMarketers

Ingeneral,MarketingandFinancearenot

verywellalignedwhenitcomestobrandROI

Veryaligned

Somewhataligned

Neutral

Somewhatmisaligned

Verymisaligned

MarketingandFinanceAlignment

24%

49%

76%

Notveryaligned

19%

8%

1%

0%10%20%30%40%50%60%70%80%90%100%

23

Q:HowalignedareyourmarketingandfinanceteamsonevaluatingbrandinvestmentROI?(Selectone)N=102SeniorMarketers

BrandAccountableleadersaremuchmorelikelyto

haveestablishedprocesstocollaboratewithFinance

Veryaligned

Somewhataligned

Neutral

Somewhatmisaligned

Verymisaligned

MarketingandFinanceAlignment

33%

13%

56%

40%

7%

33%

4%

13%

0%

2%

0%

10%20%

30%40%50%60%

BrandAccountable(N=54)

BrandVulnerable(N=48)

24

Q:HowdoyourmarketingandfinanceteamsspecificallyalignonmeasuringbrandROI?(Selectallthatapply)N=102SeniorMarketers

OngoingcollaborationandsharedKPIsbetweenMarketingandFinancearekeypartsofan

accountabilityprocess

HowMarketingandFinanceAlign

Collaborativebudgetingandplanningmeetings

Sharedmetrics/KPIsusedfordecisionmaking

Regularjointreviewofmeasurementresults

Sharedownership/accountability

forROItargets

Currentlylimitedornoformalalignmentprocess

50%

45%

42%

28%

32%

0%10%20%30%40%50%60%70%80%90%100%

25

Q:HowdoyourmarketingandfinanceteamsspecificallyalignonmeasuringbrandROI?(Selectallthatapply)N=102SeniorMarketers

BrandAccountablecompaniesaremuchmore

likelytohaveestablishedaprocesswithFinance

Collaborativebudgetingandplanningmeetings

Sharedmetrics/KPIsusedfordecisionmaking

Regularjointreviewofmeasurementresults

Sharedownership/accountability

forROItargets

Currentlylimitedornoformalalignmentprocess

HowMarketingandFinanceAlign

59%

40%

57%

29%

52%

29%

41%

23%

24%

33%

0%10%20%30%40%50%60%70%

BrandAccountable(N=54)BrandVulnerable(N=48)

26

Q:Haveyouquantifiedtheoverallcontributionofmarketing(brand+performance)tosalesorbusinessoutcomes?(Selectone)N=102SeniorMarketers

Mostcompaniesclaimtohavequantifiedthecontributionofmarketing.ButBrandAccountablearemorelikelyto

havedoneitforthebrandinvestmentaswell

QuantifyingMarketingImpact

Yes,bothBrandPerformance

Yes,Brandonly

Yes,Performanceonly

No,notformallyorquantitatively

78%

38%

13%

4%

9%

33%

0%

25%

0%

10%

20%30%40%50%60%70%80%90%

BrandAccountable(N=54)BrandVulnerable(N=48)

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27

Q:Whatsinglemeasurementcapabilitydoyoumostwishyouhadtoimprovebrandmarketingaccountability?(Selectone)N=102SeniorMarketers

Linkingbrandmetricsandsalesisthenumber

onecapabilityforbrandmarketingaccountability

CapabilityImprovementNeeded

Betterlinkagebetweenbrandmetricsandsales

Real-timeROImeasurement

Improvedcross-tacticattribution

Morereliablelong-termROImodels

Other(pleasespecify)

46%

27%

14%

11%

2%

0%10%20%30%40%50%60%70%80%90%100%

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28

Q:Howdoesyourorganizationintegratebrandandperformancemarketingmeasurementtoquantifyimpactoncompanyfinancialperformanceandgrowth?(Selectone)

N=102SeniorMarketers

Mostcompaniesattempttotriangulateresultsfrommultipletools,tointegrateBrandand

Performancemeasurement

Brand&PerformanceMeasurementIntegrationApproach

34%

27%

21%

12%

4%

2%

Wetriangulateresultsfrommultipletools(e.g.,MMM,brandlift,attribution)toestimatebusinessimpact,evenifnotinasinglemodel.

WeuseinternaldashboardsorfinancialKPIs(e.g.,ROAS,CAC,LTV)totrackmarketingperformanceagainstfinancialgoals.

Weuseaunifiedmodelthatincorporatesboth

brandandperformancemarketingintofinancialoutcomemodeling(e.g.,MMMorcustomeconometricmodels).

Wereportbrandandperformancemarketingseparately,withminimalintegrationtobusinessorfinancialoutcomes.

WedonItcurrentlylinkmarketingactivitytobusinessorfinancialimpact

inastructuredway.

Other(pleasespecify)

0%10%20%30%40%50%60%

29

Q:WhatisthegreatestbarrieryoucurrentlyfaceinprovingbrandmarketingROI?(Selectone)N=102SeniorMarketers

DifficultyofisolatingeffectsremainsthekeybarriertoprovebrandROIformostmarketers

KeyBarriersinProvingBrandROI

Difficultyisolatingbrandeffects

30%

38%

Short-termfocusofleadership

17%

27%

Inadequatemeasurementtoolsoranalytics

17%

23%

Lackofreliabledata

17%

8%

Internalsilos

19%

4%

0%5%10%15%20%25%30%35%40%

BrandAccountable(N=54)BrandVulnerable(N=48)

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30

Q:Inwhatspecificwaysdoyoulinkbrandmetricstofinancialorbusinessoutcomes(sales,revenue,marketshare)?(Selectallthatapply)N=102SeniorMarketers

BrandAccountablearemuchmoreadvancedinlinkingbrandmetricstobusinessoutcomes,

usingMTA,orMMMasthestartingpoint

54%

27%

52%

31%

46%

33%

39%

27%

33%

33%

30%

31%

17%

15%

7%

25%

MethodsforLinkingBrandMetricstoFinancialOutcomes

Statisticalregression/correlationanalysisbetweenbrandhealthmetricsandfinancialKPIs

UsingMulti-TouchAttribution(MTA)thatincludesbrandengagementorsentimentvariables

IncorporatingaggregatebrandtrackingdataintoMarketingMixModeling(MMM)

Market-levelcontrolledexperiments

(e.g.,regionaltests)

Qualitativeorjudgment-basedassessments

Connectingindividual-levelbrandsurveyresponsestobehavioralorsalesoutcomes

Syndicatedcategory-levelresearch

Wecurrentlydonotlinkbrandmetricstobusinessoutcomes

0%10%

20%30%40%50%60%

BrandAccountable(N=54)

BrandVulnerable(N=48)

31

Q:Whattypeofanalyticalapproachesdoyouusetomeasureimpact:(Selectallthatapply)N=102SeniorMarketers

BrandAccountablearemuchmorelikelytofocusonindividual-leveldata

AnalyticalApproachesusedtoMeasureImpact

80%

Modelaggregatedata

77%

65%

Brand

AccountableLeaders

65%

ModelHH/individualleveldata

27%

54%

Conductinmarketexperiments

58%

0%10%20%30%40%50%60%70%80%90%

BrandAccountable(N=54)BrandVulnerable(N=48)

32

Q:Howdoesyourmarketingeffectivenessmeasurementapproachincorporatebrand-buildingtactics(e.g.,TV,onlinevideo,displayadvertising)?(Selectallthatapply)

N=102SeniorMarketers

BrandAccountablearealsomuchmorelikelytouseexperiments

HowMeasurementIncorporatesBrandTactics

Assignspartialcreditthroughimpression/view-throughattribution

UsesMMMorsimilaraggregate-levelmodelingonly

Assignsfullincrementalcreditthroughcontrolledexperiments

Minimalcredit,primarilyclick-basedattribution

Doesnotincludebrand-buildingtacticsinattribution

57%

38%

54%

35%

46%

10%

20%

19%

6%

21%

0%10%20%30%40%50%60%70%

BrandAccountable(N=54)BrandVulnerable(N=48)

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04

Measurementand

AttributionDeepDive

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34

MeasurementandAttributionDeepDive

1

Companiesuseaportfoliooftools,someofthemforplanninginsights(MMM),whileothersforongoingtrackingdata(sociallistening)

2MostcompaniesuseMMMasthemainattributionapproach

3

Whenitcomestobrand,Marketerstrackbrandpreferenceaswellasspecificattributesthatdriveit,with50%ofcompaniesaimingto

reviewbrandhealthatleastmonthly

4

BrandAccountableleadersaremuchmorelikelytohaveanactionableprocessofmeasuringbrandhealth

FUTWURELABS

35

Q:Whichmeasurementtoolsormethodsdoyoucurrentlyuseregularly(atleastquarterly)?(Selectallthatapply)N=102SeniorMarketers

“BrandAccountable”companiesaremore

likelytouseacombinationofMMM,MTAanduserlevellinkageofsurveystobehavior

MarketingMixModeling(MMM)

Socialmedialisteningtools

(sentimenttracking)BrandLiftStudies(percampaign)

ContinuousBrandTrackingSurveys

ControlledExperiments

(regional,audience-based)Multi-TouchAttribution(MTA)

User-levelsurveyandbehavioraldatalinkage

SyndicatedbrandorcategorytrackersOther(pleasespecify)

MeasurementToolsUsed

2%

4%

38

27%

31%31%

56%

54%

5752%

48%

50%

48%%

39%

72%

70%71%

63%

%

0%

20%

40%60%80%100%

BrandAccountable(N=54)

BrandVulnerable(N=48)

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36

Q:Whatprimaryattributionmodeldoyoucurrentlyuse?(Selectone)N=102SeniorMarketers

MostcompaniesuseMMMasthemainattributionapproach

MarketingMixModeling(MMM)

Multi-touchattribution(algorithmic)

Wedon’tformallyuseattribution

Last-click

Other(pleasespecify)

PrimaryAttributionApproach

55%

31%

7%

6%

1%

0%10%20%30%40%50%60%

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37

Q:Whichbrandhealthmetricsdoyouregularlytrack?(Selectallthatapply)N=102SeniorMarketers

Marketerstrytotrackbothbrand

preference,andkeyattributesthatdriveit.

BrandPreference/Consideration

BrandFavorability/SentimentBrandAttributes(e.g.,trust,innovation,quality)

Brandlift

PurchaseIntent

BrandEquityorFinancialValuationAidedAwareness

NetPromoterScore(NPS)UnaidedAwareness

Brandlove

CustomerLifetimeValue(CLV)

BrandHealthMetricsTracked

66%

61%

56%

55%

47%

42%

39%

38%

37%

31%

25%

0%10%20%30%40%50%60%70%80%90%100%

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38

Q:Howfrequentlydoyoumeasureandreviewbrandhealthmetrics?(Selectone)N=102SeniorMarketers

~50%ofcompaniesaimtoreviewbrandhealthatleastmonthly

Continuously(viadashboard)

Monthly

Quarterly

Annuallyorlessfrequently

Other(pleasespecify)

FrequencyofTrackingBrandHealthMetrics

25%

51%

Reviewat

26%

leastmonthly

34%

12%

3%

0%10%20%30%40%50%60%

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39

Q:Howusefulandactionableisyourcurrentprocessformeasuringandreviewingbrandhealthmetrics?(Selectone)N=102SeniorMarketers

BrandAccountableleadersaremuchmore

likelytohaveanactionableprocessofbrandhealthmeasurement

AssessmentofBrandMeasurementProcess

Veryusefulandactionable

Somewhatusefulandactionable

Notveryusefulandactionable

Notatallusefulandactionable

63%

35%

2%

0%

0%20%40%60%80%

17%

71%

13%

0%

0%20%40%60%80%

BrandAccountable(N=54)BrandVulnerable(N=48)

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05

TheSeniorityGap

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41

Dimensionsofthesenioritydisconnect

1ManagerstendtooverestimateFinancealignmentvsexecutives

2

Executivesaremorerealisticaboutmeasurementlimitationsandhavebe