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]]>The world’s most beloved brands, Apple, Patagonia, Harley-Davidson, LEGO don’t just sell products. They continually reimagine themselves, fueling communities through creativity and innovation. At The Cult Branding Company, we’ve spent decades studying how these brands unleash imagination, transform culture, and create loyalty that lasts for life.
Reflecting on this commitment, we’re proud to introduce The Cult Branding Approach to Creativity and Innovation, a dynamic, experiential program designed to help leaders operationalize creativity as a strategic advantage.
In today’s volatile marketplace, creativity is not optional—it’s the lifeblood of relevance and resilience. Studies show creativity ranks among the most important skills for leaders, while innovation is consistently a top global priority.
“Creativity is the engine that drives progress in every great brand,” says BJ Bueno, Founder of The Cult Branding Company. “In times of uncertainty, the organizations that ask better questions, spark imagination, and innovate with purpose are the ones that build unbreakable loyalty.”
Our new program gives leaders a proven roadmap to harness creativity—not as random inspiration, but as a repeatable, cultural practice.
Participants will immerse themselves in the Seven Golden Rules of Cult Branding, applying them as tools to unlock new possibilities. You’ll learn:
The Cult Branding Approach goes far beyond theory. Each session is designed as an interactive journey with hands-on simulations, case studies, and immersive exercises that ensure practical takeaways.
Highlights include:
Through vibrant discussions and guided practice, leaders will leave with actionable strategies to:
If you want to fuel innovation, elevate culture, and unlock new pathways for growth, this program is for you.
📩[email protected] | 🌐 www.cultbranding.com
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]]>The post Creativity in the Workplace appeared first on cultbranding.com.
]]>“Creativity can solve almost any problem. The creative act, the defeat of habit by originality, overcomes everything.”
— George Lois
Albert Einstein said, “Imagination is more important than knowledge.”
Imagination and the creative impulse have a way of alchemically transforming problems into new solutions and opportunities. No matter how ominous a problem appears to be, our innate creativity finds new doorways of infinite possibilities that allow us to tackle any challenge. Creativity is a powerful archetypal force that humans can access when we start to have fun with a problem.
In James Webb Young’s advertising classic, A Technique for Producing Ideas, he calls upon the observation of the Italian sociologist Vilfredo Pareto: “An idea is nothing more nor less than a new combination of old elements.” Change something old into something new by creating new combinations that haven’t been used before.
“The creation of something new is not accomplished by the intellect but by the play instinct acting from inner necessity. The creative mind plays with the objects it loves.” —Carl Jung
We love great stories of amazing innovation. Remember the Japanese Olympic pole vaulter who climbed up the pole and then jumped over the bar? While the Olympic board made his method illegal, his innovative solution was brilliant. It’s not often that you hear of someone finding amazing new strategies to jump over the business problems we face today. When was the last time the Ford Motor Company or GM re-invented the way we parallel park our cars? We are often stifled when we attempt to look at the world with fresh eyes and to embrace new experiences, and we avoid the work involved in generating new ideas.
When Leon Battista Alberti declared, “A man can do all things if he will,” he condensed the ideals of the Renaissance into the figure of the Renaissance man. Since then, knowledge became specialized, and having the breadth of knowledge in the wide range of subjects embraced by Renaissance men now borders on impossibility.
The Renaissance man still walks among us, but we now call him groups. People in diverse fields are beginning to understand how solutions that limit them to the fields that produced the question are inadequate. To understand how humans interact, sociologists are drawing on the skills of mathematicians and physicists in the new field of network science pioneered by Duncan Watts and Steven Strogatz; at Neuroscience 2006, the renowned architect Frank Gehry spoke about how advances in the science of perception will aid architects in their designs; at IDEO, psychologists and engineers come together to design products. The benefits of a group of diverse individuals working together are quickly becoming indispensable.
The term group has many meanings, from a collection of individuals operating independently to managers working together to solve a tactical problem; each type of group has its own dynamics. The current literature on group decision-making reveals how different the dynamics of these groups really are: What impedes a group operating in one dynamic may increase the productivity of a group operating in another.
In The Wisdom of Crowds, James Surowiecki describes situations where groups of individuals acting independently somehow arrive at the correct answer when all of their responses are considered collectively; the group as a whole seems more intelligent than any of the participants. These groups can guess things like the number of Jelly Beans in a jar—a logical analysis having more to do with statistics and spatial acuity than intelligence. A random group may have great success addressing similar problems that involve a correct and often mathematically-driven answer (counting jelly beans), but attempting to use a similar procedure to solve problems that lack a single, correct solution (the best advertising campaign for a new product) is likely to yield limited benefits.
Brainstorming, invented by advertising executive Alex Osborn, was designed to maximize effective and creative problem-solving. Research on brainstorming initially failed to show any increase in the number and quality of ideas when compared to individuals working alone, but in the last fifteen years, research has revealed that brainstorming can be productive if the procedures guard against impediments that naturally occur like conversation being controlled by a limited number of individuals and shared data being disproportionately represented. When small groups of individuals attempt to collectively arrive at a solution through discussion, productive solutions are uncovered.
Yet, most companies don’t engage in a creative process because most of their prior “creative” meetings haven’t produced significant results. Nothing new happens, the same people come up with the same line of thinking, and the same ideas keep recurring. The solutions generated are mostly dull and uninspired. In the aftermath of these “brainstorming” sessions, everyone goes back to their desks and does what they’ve always done.
In this scenario, it’s no wonder most companies quickly abandon creative engagements. But, if current research is to be believed, this unproductive scenario is exactly what should happen. A lack of productivity is the default tendency of a group, but it can be prevented. These companies miss out on key insights that can move their business objectives forward. Plus, if you don’t tap into the collective wisdom of your team, your business will lose momentum because key components to solving difficult problems are left uncovered.
In today’s fast-moving business environment, we often structure teams around specific projects (as opposed to an overriding hierarchical command with cubicle-centric “business as usual”). Google.com employs a predominantly project-based environment where team leaders rotate and more resources are added to the team based on the viability and momentum of individual projects.
So, how do you get more creative productivity from your team? Promoting individual creativity is hard; inspiring a group of individuals to be creative together seems insurmountable. As a “Consumer Insight Think Tank,” The Cult Branding Company survives and thrives on creativity. But as a company—as a collective of individuals with unique qualities and models of viewing the world—we are faced with the challenge of how to maximize our diverse team’s background and group dynamics to produce valuable ideas and insight for our clients. What follows is the result of our search for generating creativity in the workplace. It works brilliantly for us. We hope it serves you well, too.
The Team
You’ve got an important problem to solve. The team is assembled. You hold your breath because you know the inherent challenges, like allowing conversation to flow freely, not forcing a pre-existing idea on the group, and not getting stuck on one idea, which arises in bringing a team of unique individuals together. How do you structure your team to increase productivity and solve problems more effectively?
Although it seems obvious, it is best to construct the team around the problem. What special skills will be required to complete the project? Think outside the immediate scope of the problem: What skills could be relevant that would constitute a non-standard approach? Don’t select people solely based upon position in the company. Position doesn’t determine one’s desire or ability to effect important changes. If people are more concerned with maintaining the status quo than driving the company forward, they will only hinder the progress of a team dedicated to making changes. Find the people with the broadest applicable knowledge base and the strongest drive, and make the team leader the person with the broadest knowledge base over all areas of the project. Make sure the leader is able to lead without being controlling or demanding.
The Environment
The environment plays a role in people’s ability to complete a project. The space should allow for efficient communication—proximity is power. Having to constantly travel long distances (even within a building) to get things done can hinder or even cut off essential communication. If your workspace is large, can you minimize travel distance between individuals who need to communicate directly on a regular basis?
If possible, the brainstorming or meeting space should take people out of their normal working environment. A change in scenery is very effective for breaking people out of their standard routines and for facilitating creativity.
Setting The Stage
The first two meetings are guided brainstorming sessions. These meetings should be facilitated by the person in the leadership position. The goal of the leader is not to force communication in any direction, but to ensure everyone stays on track with the process and to set the open, nonjudgmental tone for the meetings.
The leader must make it clear that no one will be criticized for his or her ideas. The goal is to get as much feedback, ideation, and data out of the group as possible—not to discuss a specific solution. This method is contrary to the way most people approach group brainstorming. The goal is not to come into the meeting with an idea in mind and then try to win people over to your way of thinking; it’s not an essay contest or a debate. It is essential that the leader makes this distinction clear.
Although most people would assume an inverse relationship between quantity and quality (measured by usefulness and originality) of ideas, studies show there is a direct relationship: The more ideas you generate, the higher the quality of your final solution. Encourage people to say whatever comes to mind within the confines of each segment of the meetings.
Session 1: Generating Ideas
The following meeting structure will help you set up a productive session:
1. Define the problem. This should be done before the meeting and brought to the meeting by the leader. The problem must be specific— the more specific, the better. A clearly defined problem and goal provide the necessary focus for the meeting. You should be able to answer the following questions when the meeting begins:
a.What is the problem?
b.What is the specific end goal? This should be measurable; defined by time, money or quantity.
c.When is the deadline?
d.What is the budget (if applicable)?
2. Lay out the facts. Spend time listing and recording any background research to create as much context as possible for the team. This can include data collected specifically for the project or data that is the result of the knowledge of the participants. This is not the place for opinions or inferences, just facts.
3. Create an environment of openness. Underlying beliefs and opinions that people don’t feel justified in making openly, such as personal, emotionally-based opinions, can cloud almost any discussion. A gut reaction that certain ideas are out of line with the company’s goals can also make someone hesitant, but that’s all right. There’s no need to provide support for someone’s feelings now, because this part of brainstorming is the time for gut reactions. The sole purpose of the exercise is to allow the discussion to be carried out unimpeded by hidden motives or desires.
4. Look at the current situation. If the project is designed to re-examine and change a current situation, it’s time to look at what’s already in place. This step isn’t necessary if it is a brand-new project that is not designed to replace an existing situation. However, if there is a current situation, first look at what’s going on now from a negative viewpoint: What’s wrong with it? If it worked before, why does it no longer work optimally? Be as specific as possible. Once you look at it negatively, consider it positively: What about this procedure or situation still works? Could it be tweaked to work without major changes? Does it need a major overhaul? If something needs to be changed, like the predominant retail display in your industry, consider the characteristics of the current approach and preclude using solutions that stem from that approach in the discussions. Knowing what it shouldn’t be helps with understanding what it should be.
5. List new solutions. Based upon current ways of doing things in the company, or procedures in the specific field, what solutions would effectively solve the problem? There’s no need to justify these solutions at this point; just get them out there. This also isn’t the time for wild solutions; instead, explore standard solutions that are not currently being employed.
6. End the session. After the solutions are listed, it is time to end the meeting. No conclusions should be reached. The ideal time for this first meeting is on a Friday. The mind has a way of coming up with ideas and solutions when direct focus is not placed on the problem. Almost everyone has experienced a situation where, after failing to try forcing a solution, they took a break and, without any effort, suddenly a solution popped into their head. This step is sadly ignored in most decision-making processes. The best place for this step is after all the information has been gathered and looked at as described. During the weekend, everyone will be doing something unrelated to work, incubating their ideas without wasting valuable time during the week.
Session 2: Finding the Solution
“Problems cannot be solved by the same level of thinking that created them.” —Albert Einstein
The following steps for Session 2 will guide you to an optimal solution:
1. Start with a brain game. The best games are exercises that get people thinking critically about a problem in a new way. These exercises don’t have to relate to business—research shows that when the critical-thinking mindset is activated by any task, the mindset carries over to the next task to produce results.
2. See if anyone has any new solutions. Referring to the first session, see if anything came to anyone over the weekend that uses standard solutions.
3. Get people to give wild solutions. Have the participants use their imagination and dream up wild solutions to the problem. It doesn’t matter if they seem crazy at first—just get everything out there. Standard ideas from other disciplines that have never been applied to a problem like the one being tackled can be very useful.
4. Get everyone’s gut reaction to the options presented. There’s no need for any justification. This serves the same purpose as step three from the first session.
5. List the weaknesses. Go over each solution and have people come up with possible weaknesses of each approach.
6. List the strengths. Go over each solution again, this time listing their strengths.
7. Make a decision. By the time you get to this step, the solution will probably be obvious. If not, look at the solutions side-by-side. If consensus cannot be reached (and you have the resources), see if both solutions can be tested simultaneously for the next week by different people.
8. Articulate the decision as a concrete goal with a specific result. It is imperative that the goal is framed in terms of the specific desired result. A targeted result must be measurable including a definitive deadline. A result that says: “Design a new product packaging” doesn’t offer sufficient clarity and direction. “Develop a new product prototype that communicates our new focus on the customer by January 15, 20XX” will do the job. This can be the single most important factor in getting a team to work effectively.
9. Delegate responsibilities. Assign tasks to everyone present that makes full use of their skills. It helps knowing who you’re working with. People may have skills you’re unfamiliar with that would benefit the project.
This process should create a clear solution. As everyone plays a role in determining the solution, each team member is more likely to be motivated to follow the project through to completion.
No matter who came up with the final solution, the project is the property of the group. Everyone is accountable for the project’s result. If anyone fails, everyone fails. This attitude creates a supportive system and encourages communication and responsibility.
Although it’s important to have group consensus, it’s equally important to focus on the contributions of the individual. Have specialists take leadership roles whenever possible. People with specialized knowledge are best equipped to run the related part of the project, allowing them to shine individually.
The leader should focus on maintaining the balance between the group project and individual expertise, ensuring that proper ideas and communication are being exchanged and making sure each person has what he or she needs from the group in order to operate at optimal capacity.
Schedule Meetings
Weekly meetings should be scheduled to monitor progress. They don’t have to be long; they are simply to facilitate communication and follow-through (creating accountability), and to monitor the project’s progress. If something isn’t working, identify it, and have the group brainstorm fixes. Repeat the process of listing standard fixes, then wild fixes, examining the weaknesses, then strengths, and finally determining a usable solution.
These weekly meetings also establish benchmarks that will keep people focused and motivated to produce. These times are a showcase for highly motivated people as well—they will force themselves to accomplish as much as possible so they can contribute their individual talents to the group. This perspective is contagious, as hard work propagates hard work.
Play Along
If you want to ignite your team’s creative energy, learn to see this process through. It’s easy to jump to the end and skip steps. We all have the urge to try to get to the better ideas faster. The creative process can’t be rushed, however, and we must honor it.
If you can learn to foster an open environment and set up the optimal conditions for creativity to thrive with your group, the collective creative juices will begin to flow, transforming your business or division.
Viola Spolin, co-founder of the improvisational style of theatre, taught children to play games to solve problems; playing stimulates the mind to create solutions. How can you play? If you are selling a book, what if you were forced to use the book as another object in an activity or discussion? What associations would arise? You can check out Spolin’s Theatre Games for the Classroom for exercises to jumpstart your mind for creativity.
Playing along will take you out of your comfort zone; that’s part of its power. If you’re having trouble playing along, try adopting the mindset of a child. Children are happiest when they are allowed to play. Conversely, children’s creativity helps them to have fun! Children have always used their imagination to create new ways of play.
Commit to this creative process to generate new, exciting solutions. Having fun with this process will ensure its successful implementation.
Bring our on-site Creativity Sprint for Marketing Teams to your office (or run it virtually). In one high-energy session, we’ll turn fuzzy problems into testable ideas your customers will love.
Book your workshop: cultbranding.com • Email: [email protected]
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]]>The post Our Work With David Blaine appeared first on cultbranding.com.
]]>David Blaine turned to Cult Branding not just for updated artwork, but for a creative partner who could understand the essence of his brand and bring it to life in new ways. The goal was simple but ambitious. Refresh the artwork for all of his specials across major platforms, create a unified yet flexible visual identity, and ensure that each design felt like an authentic extension of his unique energy.
We began by exploring what makes Blaine’s brand so powerful. His performances are rooted in stillness, silence, tension, wonder. There is a minimalist clarity that runs through all of his work. Audiences are drawn not only to the illusion, but to the emotional weight of each moment. Every stunt is a story. Every stare, a question. That sense of presence had to translate visually in a space that favors fast scrolling and split-second decisions.
We also considered how modern digital platforms display visual content. A thumbnail on iTunes or Netflix must be instantly recognizable and emotionally charged, even at small sizes. We studied design hierarchy, color psychology, contrast, and negative space. Every detail matters when you have only a few seconds to stop someone in their tracks.
From there, we designed new covers for each of David Blaine’s specials. Some leaned into darker tones, using shadow and contrast to evoke suspense. Others brought the viewer in close, emphasizing eye contact or subtle facial expressions to convey intensity. We maintained a consistent visual language with typography, spacing, and layout, allowing each piece to stand on its own while reinforcing a broader brand identity. The result was a collection of covers that not only looked sharp on modern screens, but felt unmistakably Blaine.
The reaction from fans was immediate and positive. Longtime followers recognized the evolution while appreciating the continuity. New viewers were drawn in by the clean, modern, and intriguing visuals. The designs helped David’s specials stand out in crowded digital storefronts, where attention is fleeting and presentation is everything.
As David Blaine himself shared, “Working with BJ Bueno on updating the artwork for my specials was great. BJ is not just a branding expert, he’s a magician, making it incredibly fun to share ideas. He truly understood my brand, and we brought the project to life quickly.”
Beyond visual appeal, the refreshed artwork became a strategic asset. It improved discoverability, reinforced brand perception, and aligned every special under a cohesive creative vision. In an era where presentation often determines performance, that alignment mattered.
David Blaine’s case is a reminder that great content deserves equally great presentation. Visual identity is not just about aesthetics. It is a tool for storytelling, for signaling quality, and for building trust. For executives in entertainment, media, or consumer-facing content, this case highlights the importance of investing in brand coherence and creative strategy.
If your brand delivers compelling experiences but lacks consistency or clarity in how it shows up, now is the time to evolve. Design, when done well, becomes part of the experience.
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]]>The post Why Customer Belonging Is the Future of Brand Growth appeared first on cultbranding.com.
]]>The real question leaders face is: How do you build sustainable growth when customers have more choices, higher expectations, and less patience than ever before?
Research shows that emotionally connected customers deliver 306% higher lifetime value than the average buyer. Customers who feel like they belong to your brand community don’t just purchase more often—they forgive mistakes, defend your reputation, and become your most powerful advocates.
Why?
Because belonging is not a marketing gimmick. It is a fundamental human need. Abraham Maslow placed it just after food, shelter, and safety in his hierarchy. We are hardwired to seek tribes, groups, and communities that affirm who we are.
Brands that understand this—Apple, Harley-Davidson, Patagonia, LEGO—don’t just sell products. They create identity, rituals, and shared experiences. Their customers aren’t just buyers; they’re members.
The CEOs who embrace belonging unlock growth that competitors cannot touch.
These examples prove that when brands give people a community to join, not just a product to buy, loyalty becomes exponential.
Building belonging to your brand doesn’t happen by accident. It requires intentional leadership. Here are three practical steps to start:
The results are undeniable:
Belonging is no longer optional. It is the growth multiplier of the future.
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]]>The post The Digital Mindset: A Lesson from Tsedal Neeley appeared first on cultbranding.com.
]]>Recently, she shared a simple but profound reminder:
Everyone should develop at least 30% fluency in AI, data, and digital transformation.
Not mastery. Not a PhD. Not coding fluency. Just 30%.
Enough to know what AI can do. Enough to know what it cannot.
That’s where it clicked.
Because most leaders I meet want certainty. They want control. They want the whole playbook before they move. But the truth is—you don’t need the whole thing. You need just enough fluency to ask better questions, to see possibilities, to make smarter decisions.
Neeley broke it down beautifully:
Simple. Clear. Demanding.
But here’s the line that stayed with me: Humans with AI will do better than humans without AI.
It’s not us vs. the machines. It’s us with them.
And that’s the deeper lesson. Because this isn’t just about technology. It’s about how we grow.
Brands need the same fluency. But not in data or algorithms—in culture. In belonging. In human identity. A brand fluent in culture thrives. A brand blind to culture fades.
So yes, learn AI. Learn data. Learn the digital basics. Get your 30%.
But don’t stop there. Build your cultural fluency, too.
Because the future won’t just belong to those who understand the machines. It will belong to those who understand people.
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]]>The post Why Brands Need Struggle appeared first on cultbranding.com.
]]>The same is true for brands. Yet many instinctively avoid difficulty. They shy away from conflict, from tough expectations, or from friction with customers.
But here’s the paradox: the very struggles brands embrace are the ones that make them extraordinary.
Brands that lean into difficulty don’t just survive—they grow stronger, more resilient, and more loved.And as an afterthought: this principle is just as true for people. Struggles in our own lives—the frustrations, the setbacks, the imperfections—are not obstacles to growth. They are growth.
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]]>The post Does Your Brand Look, Say, and Feel Right to Your Customer? appeared first on cultbranding.com.
]]>At the heart of every Cult Brand is a clear and consistent emotional experience. And one of the fastest ways to evaluate your brand’s connection with its customer is through three deceptively simple words: Look, Say, Feel.
Does your visual identity tell a compelling story before you say a word?
If your logo vanished, would customers still recognize you from your imagery, packaging, or website?
What story is your storefront, homepage, or ad layout telling your Brand Lover?
Are you speaking with your customer or at them?
Look at your headlines, email subject lines, product descriptions—do they express a real point of view, or are they interchangeable with your competitors?
Can your customer quote your brand back to you?
What emotional signature does your brand leave behind?
Are you designing your brand for utility or for resonance?
How do your customers feel after interacting with you—and does your team know?Most executives focus on strategy and operations. But perception is the soil that trust and loyalty grow from. If your brand doesn’t Look, Say, and Feel aligned with your customer’s internal world, you’re not building a brand—you’re managing a commodity.
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]]>The post Marvel’s Multiverse of Loyalty appeared first on cultbranding.com.
]]>While critics point to “superhero fatigue” and underperforming films, Marvel has never relied solely on its box office performance. The brand’s real power lies in how it connects with its most loyal fans—its Brand Lovers—across comics, animation, games, television, merchandise, and events.
As outlined in the Cult Branding Workbook, true brand loyalty stems from meaningful relationships. Marvel continues to nurture these relationships across multiple channels, even when the spotlight dims on one.
While moviegoers may hesitate, core fans are diving into Marvel’s newly rebooted Ultimate Universe, a fresh take on classic characters designed with reader feedback in mind. At the same time, the launch of Marvel Rivals, a multiplayer game with Twitch integrations and a $500,000 global tournament, shows Marvel’s investment in participatory brand experiences.
Consumers want to be part of something different. These ecosystems reward speculation, identity, and shared rituals—hallmarks of Cult Brand behavior.
Brands must manage three dimensions—offering, space, and time—to create compelling experiences. Marvel excels here, orchestrating comics, games, shows, and films as interconnected touchpoints. From comic shop visits to Twitch streams to streaming binge sessions, fans are given constant opportunities to engage.
Marvel’s strength is not just its intellectual property—it’s the multichannel relationship it maintains with its Brand Lovers. That’s what makes it a Cult Brand. When one format underperforms, the emotional connection remains intact because the brand lives in many places fans already care about.
For brand builders, the question is clear: Are we creating a brand that lives across the touchpoints our customers already use, or are we still hoping they’ll only meet us on our terms?
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]]>The post Equity Supercharges Advertising appeared first on cultbranding.com.
]]>Brands with higher awareness get far greater return from the same media spend.
This isn’t a vague theory—it’s been demonstrated across multiple platforms, from ecommerce marketplaces to TikTok. The effect is consistent and undeniable:
That’s nearly three times the conversion power for the same level of investment.
Advertising effectiveness in any given year is largely the result of cumulative investment in prior years.
Equity is the multiplier. The more people know and trust your brand, the harder every marketing dollar works.
This aligns with what Paul Dyson found in his analysis of advertising profitability: existing brand size is the single biggest driver of payback. Larger brands benefit because they already carry equity, distribution, and cultural presence. The insight here is critical: awareness is one lever marketers can intentionally grow.
The takeaway is simple:
This is the same principle I highlighted in my post about TV: TV makes every other channel work harder. Awareness is the mechanism behind that lift. Build it, and your digital, social, and search spend all pull more weight.
For brand leaders:
Equity is not a soft metric.
It’s a financial asset that compounds. The stronger your awareness, the lower your acquisition costs, the higher your pricing power, and the deeper your moat.
For agencies: the responsibility is clear. Plan for the interdependencies between channels. Run ongoing experiments. Measure long-term equity effects, not just short-term clicks.
The biggest driver of advertising efficiency isn’t the latest targeting hack. It’s the equity you’ve already built—and the discipline to keep investing in it.
When in doubt, grow awareness.
When in doubt, add TV.Because equity doesn’t just fuel conversions. It fuels culture, belonging, and loyalty—the true growth engines of cult brands.
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]]>The post Why TV Still Wins appeared first on cultbranding.com.
]]>TV isn’t just another channel—it’s the stage where brands earn cultural relevance. When done right, it becomes more than advertising. It becomes a signal of trust, a story customers carry with them, and a catalyst for loyalty.
1. It elevates your brand.
TV builds perceived quality and pricing power. Customers assume what they see on TV is worth more.
2. It drives both now and later.
From immediate sales spikes to long-term brand equity, TV works across timelines.
3. It imprints your brand into culture.
Shared viewing creates shared meaning. TV transforms brands into part of the cultural conversation.
4. It grows market share with unmatched reach.
Nothing scales your story faster or further.
5. It proves its worth.
TV is measurable. From leads to conversions, its impact shows up in the numbers.
Here’s the part most brands underestimate:
TV amplifies everything else.
When you add TV to the mix, all your other channels work harder.
TV isn’t just about reach—it’s about synergy. It supercharges your entire marketing ecosystem.
Cult Brands understand a timeless truth: the goal isn’t just awareness, it’s belonging.
TV accelerates that belonging by turning your message into a cultural event customers want to talk about, share, and join.
So, when in doubt, add TV.
Because TV doesn’t just advertise. It cements identity, builds trust, and powers devotion.
And in a marketplace where customers are skeptical and distracted, that’s the ultimate growth advantage.
✨ Pro Tip: Pair your TV strategy with community-building initiatives. When you combine cultural reach with customer belonging, you’re no longer just running ads—you’re building a movement.
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