By: Stuart Mackay : Global Client Lead, Starcom

2025: Why Marketing Needs Explaining, Not Defending.

As 2025 concludes, one insight stands out above all: marketing does not fail because of a lack of impact, but because its value is not effectively communicated to those at the top of the organisation.

Throughout the region this year, marketing teams have faced intense scrutiny. Budgets were reviewed, questioned, and, in many cases, reduced. What became evident is that marketing is often the first area targeted for cuts, not because it is ineffective, but because its role in driving growth is not explained in terms that resonate with senior leadership.

Too often, marketing is still viewed as a cost centre rather than a strategic investment that fuels demand, secures future revenue, and supports sustained brand growth. When results are presented solely through efficiency metrics or short-term performance indicators, marketing becomes vulnerable during periods of pressure. This is rarely a performance issue; it is a matter of communication.

WARC’s latest research on engaging the C-suite (2025) underscores this point. Boards and executive teams do not base decisions on media channel metrics. Their focus is on business growth, risk management, resilience, and long-term value creation. In my experience this year, the marketing leaders who made the most progress were those who identified this disconnect and actively worked to bridge it.

Instead of defending expenditure, they concentrated on educating their leadership teams. They articulated how brand investment sustains demand over time, why excessive cuts lead to future recovery costs, and how marketing builds pricing power and competitive advantage. Crucially, they also clarified the risks of inaction: What happens when demand generation stalls, brand visibility erodes, or mental availability diminishes?

These conversations transformed budget discussions. Marketing was no longer perceived as discretionary or “nice to have,” but as a catalyst for sustainable growth. Decisions shifted from short-term savings to long-term strategic trade-offs.

Looking ahead to 2026, the ability to translate marketing’s value will become even more critical. As scrutiny continues, marketing leaders who can clearly connect investment decisions to commercial outcomes will earn greater trust and influence at the executive level. WARC’s evidence consistently demonstrates that organisations balancing long-term brand building with short-term activation outperform those focused solely on efficiency, a reality increasingly recognised in boardrooms.

The task for the coming year is not to defend marketing’s existence, but to elevate the conversation. Those who succeed will be the ones who communicate marketing’s role in terms that leaders understand, ensuring it is seen as a driver of growth, not simply an easy place to cut.