Kerri Kauffman, CMO of Willow Innovations

Do: Continue to be flexible. Do not be afraid to move dollars and try as hard as possible to preserve your total budget. Be open to try new things, to test, to continue to test, to pivot and to think of optimization [are important.]

Don’t do it: Sign long -term offers. The largest initial species, long -term agreements, these are the things we expect. It feels like there are so many other tools to take advantage of. Large ticket articles, such as celebrity approval for example, could be something that I would stop until there is more clarity.

Don’t do it: Have a knee moron reaction. This is not a good idea at the moment. It’s probably never a good idea. But there is also a change every day. Just wait and see what’s going on in a week. The news of the White House changes very frequently and significantly.

Kevin Simonson, CEO

Don’t do it: Brands increase prices and I don’t think they should be public about it. It causes more headaches than reward. I’m sure there is a case where it will not be true, but in general, I stand in this camp. … Do you really want to open this box of verse?

Jay Pattisall, vice-president and main analyst Forrester

Do: Maintain market share. Investing dollars in the brand to maintain market share is one of these recession articles which, I think, applies in this situation. Especially for advertisers who have the circumstances where they are established brands and they have a good basis on a market. But there is one for [where they may need to] Add marketing expenses, based on the public, the regionality and the availability of products like all dimensions.

Don’t do it: Wait and see forever. For a while, as we did, there was a kind of waiting approach and see where all the companies, business leaders and marketing specialists understood to remain in a way frozen in the moment and to see what was going to happen. They were trying to avoid any decision in one way or another. [We’ve moved] Beyond this period when we could stick to a better set of circumstances. I just don’t know that we are necessarily in an environment that will produce a set of circumstances that it is worth waiting in itself. There are reports of multiple commercial transactions in progress, but underlying and underlying, it is a universal era of 10%, so with this information, the waiting approach and to see is, for lack of a better term, to take its course. So some actions are necessary. Consequently, invest in brand and platform-based marketing dollars.

Do: Reign your audience strategy. Reign your priority audience. Maybe it will be too difficult to try to unravel people who are well at the start of the trip or in the funnel. Or very high in the funnel. Can we unravel if we focus our dollars on those we know on the market or buy our products regularly? Should you be more focused on retention than on growth? I’m not saying it’s a rule. I think it might have to be a temporary way to get the most out of your marketing dollars, right? Stay afloat, see less erosion, if you consolidate your dollars compared to your best audience.

Don’t do it: Overcumitate a strategy. You might not be able to reduce and move budgets, you may need to rethink what you put there, what message [you want to say now].

I think Nissan was the story that I saw more recently that went directly to the price messaging and, and essentially said: “Hey, it is vehicles without a price that are made in the United States, right?” So they rotate messaging, not only, oh, we will go more performance marketing. Or, we are going to go more brand marketing.

Don’t do it: The situation as a whole does not consider marketing or advertising in general as the first budget to cut. You will need a certain level of presence to stay afloat. Or maybe in some cases, make your retailers give you priorities by making commitments to your retail media purchases.

Chris Plating, Director of Strategy, EP + CO.

Do: Attention is essentially on authorization during crises. Because so many brands will react by backing up and saving rapid expenditure on the abolition of marketing dollars, if you are in an organization that can push actions to fly [you should]. Understand that your commercial reality is a reality that you should use different levers, but if the market share is an objective of your organization in recent years, you should be delighted from the marketing point of view to the availability of the purchase of new eyelashes and consideration because consumers open the opening of what they are ready to take. They will be more flexible [on brands they buy] And the media will be more affordable.

Don’t do it: Fight the price. Fighting on the price is a losing match. Construction belief can transform chaos into connection. Consumers cannot afford so much. [Marketers need to think about] What are the real needs resulting from this? Because prices will be unpredictable. It is very clear that this administration, whatever your side, uses a certain amount of poor orientation within the framework of its strategy or in the context of its existence. So, instead of trying to try to guess or base something from where the figures are, if you look at what this uncertainty does to consumers from an emotional point of view, it is your base.

Hyundai Insurance was an excellent example. [Editor’s note: Read an Oral History of the Hyundai Assurance program here.] [People were worried] If I lose my job during this recession, I will not regret this major purchase of a car I made. It goes in a much deeper place. It was not if I could afford a car of $ 30,000, it was my life which did not have the stability that I was holding for acquired six months ago and you are now a partner for me in this life. Hyundai had a huge act of confidence and belief that could be a decision -making life, not just immediate. They also led the urgency. This belief that you cannot generate long -term sales while making the long -term brand building is particularly out of words during the mass disturbance period.