I’m thrilled to sit down with Milena Traikovich, a seasoned Demand Gen expert who has dedicated her career to helping businesses craft impactful campaigns that generate high-quality leads. With her deep expertise in analytics, performance optimization, and lead generation strategies, Milena offers invaluable insights into the evolving world of brand marketing. In this conversation, we dive into the critical balance between brand building and performance marketing, explore the myths surrounding marketing spend for growth, and uncover the power of familiarity in driving consumer behavior.
What does it mean to “market like a smaller brand,” and why do you believe this approach can hinder a company’s potential for growth?
When I talk about marketing like a smaller brand, I mean focusing too narrowly on short-term tactics, like chasing quick clicks or immediate sales, without investing in a broader, long-term brand presence. Smaller brands often lack the budget or vision to build emotional connections or widespread recognition, so they lean heavily on promotions or low-cost digital ads. While that’s fine for a small player, for a company with bigger ambitions, it’s a trap. If you don’t build a strong brand identity, you’re not creating future demand—you’re just scraping by on what’s already out there. Over time, this limits growth because you’re not embedding yourself in consumers’ minds as a go-to option. You risk fading into the background as just another forgettable name.
Can you share a real-world example of what marketing like a smaller brand looks like in action?
Absolutely. Think of a mid-sized company that pours all its budget into hyper-targeted social media ads with heavy discounts to drive quick sales. They might see a spike in numbers initially, but there’s no storytelling, no emotional resonance, and no effort to make the brand memorable beyond the deal. Once the campaign ends, so does the buzz. They’re not building a loyal customer base or creating a reason for people to choose them over competitors in the long run. It’s a classic short-sighted move that keeps them playing small.
There’s a common belief that companies can scale massively without a hefty marketing budget. Why do you think this is a myth?
This idea is a complete misconception because sustained growth at a large scale almost always requires significant marketing investment. Even tech giants that seemed to grow overnight through word-of-mouth or innovation eventually pour billions into advertising to maintain their dominance and expand further. Marketing isn’t just about getting noticed initially—it’s about staying top-of-mind and shaping perceptions over time. Without that investment, you can’t create the widespread familiarity or emotional pull needed to keep growing. Skimping on marketing might work for a niche player, but for market leaders, it’s simply not an option.
You’ve emphasized the importance of creating a sense of familiarity with consumers. How does this influence their buying decisions?
Familiarity is incredibly powerful because it builds trust and comfort. When consumers recognize a brand and have positive associations with it, they’re far more likely to choose it over an unknown option, even if the unknown one is cheaper or has similar features. It’s human nature—we gravitate toward what feels safe and known. Familiarity lowers the mental barrier to purchase because the brand already feels like a part of their world. It’s not just about awareness; it’s about creating a subconscious preference that kicks in when they’re ready to buy.
What are some effective strategies brands can use to build and maintain that sense of familiarity with their audience?
One key strategy is consistent storytelling across all touchpoints—whether it’s through ads, social media, or even packaging, the brand’s voice and values should feel cohesive and recognizable. Another is engaging with consumers where they already spend their time, like creating meaningful content on platforms they use daily. Think memorable campaigns that spark emotion or humor, not just product pushes. Also, frequency matters—regular, creative exposure through various channels keeps the brand fresh in their minds without being intrusive. It’s about being a constant, positive presence in their lives.
Why do you advocate for a balance between brand marketing and performance marketing in a company’s strategy?
Both are essential because they serve different but complementary purposes. Brand marketing is about creating future demand—building emotional connections and awareness so that when someone enters the market, your brand is already on their radar. Performance marketing, on the other hand, focuses on converting existing demand—capturing those who are ready to buy now through targeted ads or promotions. Without brand marketing, performance efforts often fall flat because there’s no foundation of trust or recognition to build on. And without performance marketing, all that brand equity might not translate into immediate sales. They’re two sides of the same coin, and neglecting either weakens the overall impact.
Can you explain how brand marketing specifically contributes to creating future demand for a product or service?
Brand marketing plants seeds for the future by shaping how people perceive and feel about a company long before they’re ready to make a purchase. It’s about crafting a narrative or identity that resonates—whether through compelling ads, cultural relevance, or community engagement—so that when a need arises, your brand is the first one they think of. For example, a well-executed campaign that evokes nostalgia or aligns with a consumer’s values can create a lasting impression. That emotional bond means they’re predisposed to choose you over competitors when the time comes, even if they’re not in the market right now.
How have you seen a balanced split, like the often-cited 60/40 ratio between brand building and performance marketing, impact a company’s results?
I’ve seen companies that adopt a 60/40 split—where 60% of the budget goes to brand building and 40% to performance marketing—achieve really sustainable growth. The larger focus on brand building ensures they’re constantly expanding their audience and deepening loyalty, which makes their performance campaigns more effective. For instance, a client I worked with saw their conversion rates jump significantly after ramping up brand-focused storytelling, because their targeted ads were landing with an audience that already knew and liked them. It’s a compounding effect—brand efforts amplify performance outcomes, leading to better ROI overall.
Are there scenarios where a different marketing split might be more appropriate, especially for startups or smaller businesses?
Definitely. Startups or smaller businesses often need to prioritize performance marketing early on to drive immediate revenue and prove their concept, especially if they’re bootstrapped. A 70/30 split favoring performance might make sense when survival depends on quick wins. However, even then, they shouldn’t completely ignore brand building—small, consistent efforts like defining a clear voice or building a community can pay off later. As they scale, shifting toward a more balanced split becomes critical to avoid plateauing. Context matters, like industry dynamics or competitive pressure, but the key is to start weaving in brand work as soon as feasible.
What is your forecast for the future of balancing brand and performance marketing in the ever-evolving digital landscape?
I believe we’ll see an even stronger push toward integration between brand and performance marketing as digital tools become more sophisticated. With advancements in data analytics and AI, brands will be able to measure the impact of brand-building efforts more precisely and tie them directly to performance outcomes. I expect a growing emphasis on authentic, value-driven storytelling in brand marketing, as consumers crave genuine connections in a crowded digital space. At the same time, performance marketing will get hyper-personalized, leveraging real-time data to capture demand with pinpoint accuracy. The challenge will be ensuring these two don’t operate in silos—companies that master a seamless blend will dominate, creating both emotional resonance and immediate results in equal measure.
