-: Resilience implies a need to react quickly
and be flexible and agile.
And marketing is a great place
for that to really be a source of competitive advantage.
If you can be more reactive to what your changing needs
and demands of your customers are, that's a win.
If you can use new data and technology assets
to get better, more responsive signals
from your customers than the competitor, you will win.
And I think it's very important, then, to have that nimble,
agile, almost athletic stance during a time of resiliency.
That notion of being athletic, also, we use the term,
you know, the best defense is a good offense.
So now is actually a time to be thinking
not only about defense, but thinking about offense.
Think about what are those capabilities that are necessary
for the next three years,
and how do you take an opportunity like the present
to invest in those capabilities.
Because what got you here
is very unlikely to be what gets you there.
And so, making some bold decisions,
maybe cutting back in some areas that used to be sacred,
sacred cows or, you know, traditional areas of strength,
and then thinking about, OK,
how do I create competitive advantage
for the next three years?
That really is a great opportunity now,
a great conversation to have, for CMOs to have.
So, I do think that in a time of uncertainty,
building out resilience is
about adopting an athletic stance,
having both a strong defense and a strong offense,
and thinking about ways in which to double down investments
in places that will really matter
for the next three to five years.