“Branding has a brand problem, which is ironic. Brands are built over years, but they are managed quarterly—and that is where the problem lies.”

In a recent article for The Media Leader, David Wilding, EVP Strategy at WPP, argues that brands must move away from a focus on short-term sales and instead shift their thinking toward “near-future sales,” “corporate value,” and “circular value”—the outcomes that truly build both a business and a brand. In this episode of the Digital Changemakers Podcast, David joins host Kate Tovey to break down this reasoning and what it means in practice for marketers, CMOs, and CFOs. Drawing on 25 years of experience across agencies, platforms, and advertisers, he explains how performance marketing became the “sensible” default, why reframing “brand” as “near-future sales” changes the boardroom conversation, and how channels like out-of-home (OOH) advertising can signal trust, scale, and long-term value far beyond the final click.

Listen to the podcast via the JCDecaux Marketing Hub, or read on for the key takeaways.

Read David’s full article in The Media Leader here.

KEY INSIGHTS

Why “Brand” should be rebranded as “Near-Future Sales”

• Performance marketing often feels “sensible” because it is easy to measure and aligns with quarterly targets; however, it can mask the difference between being effective right now and being effective over time.

• David suggests rebranding “brand” as “near-future sales” to clarify to CEOs and CFOs that brand investment is about growing tomorrow’s sales and enterprise value, rather than merely a discretionary activity reserved for prosperous times.

OOH as a signal of value, trust, and “Circular Value”

• Out-of-home advertising acts as a public signal that a brand is credible, visible, and here to stay, which increases consumer trust and their willingness to pay a premium.

• In the UK, 50 pence of every pound spent on OOH advertising is reinvested into communities, public services, and infrastructure, creating genuine “circular value.”

• Unlike allocating ad budgets solely to a few global online players, investing in OOH, TV, and publishers helps build stronger brands while supporting a healthier media ecosystem.

The brand as a moat: Reducing risk and proving value

• David uses the McCain case study (IPA Grand Prix) to demonstrate how long-term emotional brand building can significantly reduce price sensitivity and protect margins.

• To convince CFOs, marketers need to communicate in terms of business growth, risk, and resilience, demonstrating how a strong brand acts as a moat that protects against competitors.

• The fundamental question is how to build the business and outmaneuver competitors—a goal that naturally leads to more balanced, brand-driven investment across channels like out-of-home.