MARK/ORG: How Brand and Demand Work Hand in Hand.

"A brand without demand is just hot air. Demand without a brand is arbitrary."

This succinctly captures the challenge faced by today’s Marketing manager– and was the focal point of MARK/ORG, a barcamp for marketing leaders: how can marketers effectively align short-term impact with long-term brand strength? In the following article, we summarise what the 12 participants discussed in the context of brand vs. demand at the barcamp.

Two Sides of the Same Coin – and the Battle for Budget.

Modern marketing leaders find themselves under dual pressure. On the one hand, the demand for immediate, measurable success: leads, conversion rates, sales KPIs. On the other, the imperative to build and manage brands systematically, fostering differentiation and trust – all within an increasingly fragmented and price-sensitive market.

The discussions quickly revealed that the perceived tension between brand and demand is, in reality, a strategic interplay. Not an “either/or” but a “both/and” – one that calls for constant decision-making. Which activities get funded? Which capabilities are built? How much patience can be afforded when quarterly targets loom?

Many participants shared that branding efforts are often deprioritised in favour of performance targets – understandably so: demonstrating the economic value of brand-building is far more challenging than proving the ROI of a lead campaign. Yet, it's in times of crisis, during tender processes, or in saturated markets that the true power of brand leadership becomes evident.

Brand Builds Trust. Demand Drives Revenue. But What Works When?

The conversation highlighted the nuanced thinking of today’s marketers – and the diversity of their operational realities. Some rely on standardised brand tracking and use market research and Net Promoter Scores to guide investment decisions. Others are still striving to bring basic brand-building onto the agenda.

What emerged clearly is that brand isn’t just window dressing. Its purpose is to build trust – and trust can be deployed strategically. Whether it’s to differentiate in competitive markets, justify pricing strategies, or support portfolio expansions. Those who’ve invested in brand over the years are reaping the benefits today – when launching new services, integrating acquisitions, or entering new markets.

However, without tangible impact in the market, a brand remains ineffective. Demand is generated by solving real problems – and without that, there’s little of substance to communicate.

Internal Dialogue: The Crucial Enabler of Brand Strategy.

A recurring theme throughout the session was the internal perception of marketing. While many organisations profess to value brand leadership, in practice it often lacks funding and remains disconnected from sales operations. Several Marketing manager spoke candidly about the lengths they go to in order to position brand as an economic asset – not a “soft” side topic – using business cases, internal research, and close alignment with Finance and Sales.

What helps most? Clarity. Clarity about target audiences, strategic growth areas, and customer lifetime value. Those who clearly prioritise actions, align them with corporate strategy, and frame brand as a sales-enabling lever are more likely to gain traction – not just at C-level, but also in budget decisions.

One participant shared a compelling example: where branding is positioned as a prerequisite for pricing power, management buy-in increases. Likewise, where the impact on conversions and sales success is evidenced through proprietary panels or customer journey surveys, acceptance follows.

Strategic Brand Leadership Requires Demand Thinking.

The conversation underscored how vital the brand-demand interface truly is. In practice, this means that strengthening brand equity requires a deep understanding of its impact throughout the funnel – with demand-oriented teams firmly in mind. The most compelling examples showcased cross-functional KPI systems that integrate both touchpoint metrics and long-term brand indicators.

At the same time, sharing responsibility remains a challenge. Marketers spoke of sales teams happy to receive leads but reluctant to think long-term. Of brand initiatives that falter midway. And of conflicting goals, where short-term revenue pressure undermines longer-term brand-building.

Still, where governance is clearly defined – with shared responsibilities, target setting, and decision structures – the balance works. Brands are nurtured, leads are converted, and Sales and Marketing operate as equals.

MARK/ORG Confirms: Marketing Is Business Leadership.

Perhaps the most striking takeaway from this edition of MARK/ORG was the shared realisation: modern brand leadership is not a communicative add-on, but a core driver of business success. When approached strategically – data-informed, KPI-driven, and tightly integrated with sales and corporate strategy – brand work delivers more than visibility. It delivers relevance.

Embedding this interplay in day-to-day practice remains a challenge. Budgets are tight, stakeholders demanding, and brand impact harder to quantify than a conversion rate. But those who embrace both impact and enduring brand strength lay the groundwork for sustainable growth.

As became clear that day: Marketing manager don’t have to choose between brand and demand. They must orchestrate both.