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Our perspective: Jennifer Barron

With more than 25 years of experience driving business results from in-depth customer insights and market understanding, I am passionate about helping clients develop growth strategies, build their brands, and deliver marketing excellence.

Previously, as a senior partner at Prophet, I led the Global Brand practice. And as a senior partner at Monitor Group, I led strategy, marketing and branding projects for clients cross- industry. Now, as a principal with Deloitte Digital in the Financial Services Industry, I work at the intersection of marketing and finance, sharing my insights and assessing the current state of brand value for my clients.

Through this experience, it has become clear that CMOs need to impact financial growth in the short term while building distinctive brand equity that will sustain the company growth over time. Yet, it is difficult for an entire company to embody and uphold a brand that is constantly evolving with changing consumer expectations and buying behavior. At the same time, the explosion of enabling technology, available to drive purchase behavior and shape brand perceptions, can feel overwhelming.

CMOs today need to balance short-term financial goals with long term brand value goals to meet the changes in the market. And it is easier said than done—but understanding how to translate the potential benefits of brand building investments into the language of numbers for boardroom executives is key.

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