A company can advertise heavily, post every day, redesign its website, hire influencers and spend generously on Google Ads while still being remarkably difficult to remember.
That is not always a marketing-channel problem.
Sometimes, it is a brand problem.
Businesses regularly use branding and marketing as though they mean the same thing. Branding is reduced to a logo, colour palette and typography. Marketing is reduced to advertising or, increasingly, social media.
Both definitions are far too small.
There is a credible strategic argument that branding is broader than marketing because a brand encompasses the identity, reputation, values, promises and associations surrounding an organisation. Marketing, meanwhile, is one of the major systems through which value is communicated, demand is generated and that brand reaches the market.
There is an important qualification. This is a strategic interpretation, not a universally accepted hierarchy. The American Marketing Association, for example, places brand marketing within the wider marketing discipline (American Marketing Association, n.d.). Academic research also tends to explore brand orientation and market orientation as interconnected rather than simply declaring one superior to the other.
The more useful question is therefore not, “Which department owns which?”
It is: what is each discipline supposed to accomplish?
A Logo Is Part of a Brand. It Is Not the Brand
The confusion often begins with design.
A company commissions a new logo, creates brand guidelines, chooses two fonts and announces that the branding is finished.
What it has created is part of a visual identity.
That matters. Strong visual assets can improve recognition and help an organisation appear coherent and distinctive. But branding extends far beyond appearance.
Brand strategy asks:
Who are we?
What do we stand for?
Who are we valuable to?
What makes us meaningfully different?
What should customers expect from us?
What should people remember?
Marketing asks a related but different set of questions:
Which customers should we prioritise?
How should we reach them?
Which proposition will create demand?
Which channels deserve investment?
How do we convert interest into action?
How do we measure commercial performance?
The two disciplines overlap heavily, particularly around positioning, customer understanding and value creation. That overlap is precisely why arguments about which one “owns” the other often become more semantic than useful.
Brand Knowledge Changes the Effectiveness of Marketing
Keller's influential work on customer-based brand equity provides a useful foundation for understanding why branding matters commercially.
Keller (1993) defined customer-based brand equity as the different effect that existing brand knowledge can have on a consumer's response to marketing activity. In simpler terms, two businesses can communicate similar offers and receive very different responses because consumers already know, trust or associate something meaningful with one of the brands.
Imagine two hotels advertising similar weekend packages.
Both use excellent photography.
Both advertise at approximately the same price.
One is associated with exceptional service and consistent quality. The other is relatively unknown.
The advertising may be similar, but the customer's interpretation of it is not.
Marketing has not become less important. Brand strength changes the environment in which that marketing operates.
Why Branding Can Be Viewed as Broader
Research into brand orientation has gradually moved branding away from being understood purely as communication.
Urde, Baumgarth and Merrilees (2013) describe brand orientation as an identity-driven, inside-out strategic approach, while market orientation is more strongly associated with an outside-in perspective. Importantly, their research argues that the two approaches can work together rather than compete.
Piha, Papadas and Davvetas (2021) take this further by conceptualising brand orientation through four dimensions: brand importance, brand consistency, brand differentiation and brand intelligence. Across five studies, they also found evidence connecting stronger brand orientation with organisational performance.
This is why reducing branding to graphic design misses so much of its strategic value.
A genuinely brand-oriented organisation asks whether its products, customer experience, employees, partnerships, communication and behaviour reinforce a coherent position.
The logo is involved.
It simply does not carry the entire company on its shoulders.
Marketing Is Much More Than Promotion Too
There is an opposite mistake.
If branding is described as everything important and marketing is reduced to “promoting the brand,” the role of marketing becomes unfairly narrow.
Serious marketing includes research, segmentation, targeting, customer acquisition, pricing, distribution, product decisions, analytics, retention, experimentation and commercial measurement.
Marketing should influence what is sold, whom it is for and how value is created. It should not simply receive a finished product on Friday and be asked to make it viral by Monday.
The most productive organisations therefore need both a strong brand orientation and a strong market orientation.
Brand strategy without market understanding can become corporate introspection.
Marketing without a stable brand direction can become constant reaction.
Branding Matters for SMEs Too
Brand strategy is sometimes regarded as something large corporations can afford once they have finished doing the “real work.”
Research suggests that smaller businesses should not dismiss it so easily.
Muhonen, Hirvonen and Laukkanen (2017) studied 721 Finnish SMEs and examined brand identity through brand values, brand vision and positioning. Their findings linked brand positioning and vision with stronger brand performance, while stronger brand performance was positively connected with financial performance.
Similarly, research involving 250 B2B SMEs found that brand-oriented strategy supported brand communication and internal branding, helping organisations develop awareness and credibility. Brand credibility was positively associated with financial performance (Anees-ur-Rehman et al., 2018).
That does not mean a new logo will automatically increase revenue.
It means structured brand management has commercial relevance, including for smaller organisations.
Why This Is Particularly Relevant in Cyprus
In smaller markets such as Cyprus, brand reputation can travel quickly.
Customers encounter businesses through personal recommendations, local networks, search, social media, physical locations and professional communities.
That makes contradictions easier to notice.
A restaurant cannot communicate premium positioning while relying almost entirely on discount-led messaging.
A professional-services firm cannot promise meticulous expertise while presenting a careless website and inconsistent proposals.
A property developer cannot build meaningful distinction if every piece of communication looks almost identical to every competitor.
Increasing advertising spend will not automatically solve those problems.
Branding Helps Marketing Accumulate Value
Marketing campaigns are temporary.
Brands accumulate.
A paid campaign might run for six weeks. A social post may disappear from attention within hours. Search advertising stops when the budget stops.
The associations created by repeated exposure can last much longer.
This is why brand strategy gives individual campaigns continuity.
Without that continuity, marketing easily becomes a monthly collection of unrelated activities.
January is discounts.
February is Valentine's Day.
March is “meet the team.”
April introduces an inspirational quote.
May brings an entirely new design style because somebody discovered another template.
Each piece may look perfectly respectable on its own. Together, they may teach the market very little about why the business is distinctive.
The Opposite Problem: Beautiful Invisibility
Branding without effective marketing has its own problem.
Some organisations spend months perfecting their brand identity, website, typography and brand guidelines, then barely communicate.
That is not strategic sophistication.
It is beautifully managed invisibility.
Brands require distribution.
People need repeated opportunities to encounter them, understand them and remember them.
A useful way to think about the relationship is:
Brand strategy defines what the business should mean.
Marketing strategy determines where growth will come from.
Marketing communications make the brand visible and commercially active.
None works particularly well in isolation.
What This Means for Businesses
Define the brand before multiplying content. If the organisation cannot clearly explain why customers should choose it, producing more communication may simply amplify ambiguity.
Treat positioning as a business decision, not merely a copywriting exercise.
Create campaigns that reinforce recognisable brand associations over time rather than restarting the identity every month.
Measure both short-term commercial response and longer-term brand development.
Most importantly, do not ask advertising to fix a problem that actually sits underneath the advertising.
Branding without marketing can remain invisible.
Marketing without branding can remain interchangeable.
The strongest organisations make the two reinforce each other.
References
American Marketing Association (n.d.) Branding. Available at: American Marketing Association branding resource (Accessed: 28 August 2026).
Anees-ur-Rehman, M., Wong, H.Y., Sultan, P. and Merrilees, B. (2018) ‘How brand-oriented strategy affects the financial performance of B2B SMEs’, Journal of Business & Industrial Marketing, 33(3), pp. 303–315. doi: 10.1108/JBIM-10-2016-0237.
Keller, K.L. (1993) ‘Conceptualizing, measuring, and managing customer-based brand equity’, Journal of Marketing, 57(1), pp. 1–22. doi: 10.1177/002224299305700101.
Muhonen, T., Hirvonen, S. and Laukkanen, T. (2017) ‘SME brand identity: its components, and performance effects’, Journal of Product & Brand Management, 26(1), pp. 52–67. doi: 10.1108/JPBM-01-2016-1083.
Piha, L., Papadas, K. and Davvetas, V. (2021) ‘Brand orientation: conceptual extension, scale development and validation’, Journal of Business Research, 134, pp. 203–222. doi: 10.1016/j.jbusres.2021.05.023.
Urde, M., Baumgarth, C. and Merrilees, B. (2013) ‘Brand orientation and market orientation: from alternatives to synergy’, Journal of Business Research, 66(1), pp. 13–20. doi: 10.1016/j.jbusres.2011.07.018.
