Brand Architecture: A Strategic Mandate For Paramount And Warner Bros.
Entertainment and brand architecture are now front and center as the Paramount-Warner Bros. merger unfolds.
NEW THINKING
Entertainment and brand architecture are now front and center as the Paramount-Warner Bros. merger unfolds.
Bain publishes a good analysis every year of so-called insurgent brands in the U.S. FMCG (fast-moving consumer goods) market. For the past few years, these small brands have captured a disproportionate share of annual growth. This year’s analysis reports that in 2025 insurgent brands accounted for 36% of aggregate growth across all FMCG categories, which seems pretty impressive given that they comprise an aggregate share of less than 2%.
For C-suite leaders facing massive disruption whether from AI, tariffs, or global realignment the question of brand positioning is no longer just a marketing issue. It falls on the shoulders of senior leaders to guide the brand, like raising a child new to the world.
Peloton, Kohl’s, Target, General Mills, Macy’s have something in common. These brands are engaged in brand turnarounds. Some of these brand turnarounds are brand turnaround-turnarounds, led by smart executive teams, some with new CEOs who offer new strategic approaches. These teams appear to be diligent and creative in improving product offerings. There is just one problem.
Amazing about face. In a world where deals and promotions abound, where “conquesting and conquering” customers has become the modus operandi (viz, the streaming brands, the automotive industry) and where value continues to be equated with price alone, Barron’s, the financial newspaper, tells us brand loyalty is “in” again. At least in fast food.