Brand

Brand isn't dead, it just needs an updated definition

Mar 24, 2025

Paramark News Desk

Credit: Outlever

Key Points

  • Companies are moving away from traditional brand building, but those integrating it into their growth strategy can gain a competitive edge.

  • Elizabeth Hague of Wildcat Echo advocates for B2B firms to embrace "customer obsession" instead of the term "brand" to drive success.


I no longer say the word ‘brand’ because it’s a dirty word. Instead, I talk about customer obsession, full-funnel marketing, and demand generation. The reality is that demand doesn’t exist without brand—it’s the gas for the fuel tank.

Elizabeth Hague

Fractional CMO
,
Wildcat Echo

Is brand dead, or just in need of a new way to define it? Many companies are shying away from brand building, unable to see the point if they can't immediately tie it to revenue and lead gen. But the companies who are brave enough to make it a part of their vision and growth strategy may be able to jump ahead of the competition.

Elizabeth Hague is the owner of Wildcat Echo and a fractional CMO who specializes in scaling challenger brands into industry leaders. She believes B2B companies need to take more risks and embrace the notion that brand isn't a static idea, it's a force deeply tied to customer success and a company's bottom line.

Don't mention the B word: "I no longer say the word ‘brand’ because it’s a dirty word. Instead, I talk about customer obsession, full-funnel marketing, and demand generation. The reality is that demand doesn’t exist without brand—it’s the gas for the fuel tank."

By changing the language around "brand" to a more particular focus on "customer obsession," Hague emphasizes that she can steer the conversation into productive avenues and appeal to everyone in B2B leadership, rather than just marketers. 

"What do you want to be known for? What is your ultimate goal for your campaigns? You want customers who absolutely love you," Hague notes. "I want aligned teams. I want to unblock silos. I want internal people talking to each other. I only want them focused on customer obsession, so saying things that people truly understand and can cling to is the name of the game in this market."

Fear factor: Hague believes that fear is holding B2B leaders back. "CEOs are terrified. All the money has come out of PE firms and venture-backed funds, and they’re scared to take risks. And when you’re not able to take risks, you end up looking exactly the same as everyone else."

She offers a solution to counter fear and move ahead in marketing efforts: "Let's start integrating marketing into revenue-driving strategies. Everything is measurable now. Assign a KPI to something, and you can make a play for revenue."


Smart marketers are focused on changing their language, influencing leadership, and threading through customer obsession. Because at the end of the day, once product-market fit is established, real growth happens when you inspire people, energize them, and get them to drink the Kool-Aid, so to speak.

Elizabeth Hague

Fractional CMO
,
Wildcat Echo

Great examples: Hague points to a few standouts as examples of bold B2B marketing. "One brand that caught my eye is Air, a content management platform. They placed 73rd on the G2 software list. Their social media, run by Ariel Rubin, actually drives engagement on LinkedIn—the driest place imaginable."

She also praises consumer brands like Ritual, Nuuly, and Liquid Death for their strong marketing. "Classic CPG brands always have it going on. They drive eyeballs, they're interesting, I think they're doing a really good job."

Inspiring and energizing customers: For B2B brands that want to break through the noise, the path is clear: "Smart marketers are focused on changing their language, influencing leadership, and threading through customer obsession," Hague says. Because at the end of the day, once product-market fit is established, real growth happens when you inspire people, energize them, and get them to drink the Kool-Aid, so to speak. That's when true change can happen in an organization and that's when rapid growth happens as well."


Brand

Brand isn't dead, it just needs an updated definition

Mar 24, 2025

Paramark News Desk

Credit: Outlever

Key Points

  • Companies are moving away from traditional brand building, but those integrating it into their growth strategy can gain a competitive edge.

  • Elizabeth Hague of Wildcat Echo advocates for B2B firms to embrace "customer obsession" instead of the term "brand" to drive success.


I no longer say the word ‘brand’ because it’s a dirty word. Instead, I talk about customer obsession, full-funnel marketing, and demand generation. The reality is that demand doesn’t exist without brand—it’s the gas for the fuel tank.

Elizabeth Hague

Fractional CMO
,
Wildcat Echo

Is brand dead, or just in need of a new way to define it? Many companies are shying away from brand building, unable to see the point if they can't immediately tie it to revenue and lead gen. But the companies who are brave enough to make it a part of their vision and growth strategy may be able to jump ahead of the competition.

Elizabeth Hague is the owner of Wildcat Echo and a fractional CMO who specializes in scaling challenger brands into industry leaders. She believes B2B companies need to take more risks and embrace the notion that brand isn't a static idea, it's a force deeply tied to customer success and a company's bottom line.

Don't mention the B word: "I no longer say the word ‘brand’ because it’s a dirty word. Instead, I talk about customer obsession, full-funnel marketing, and demand generation. The reality is that demand doesn’t exist without brand—it’s the gas for the fuel tank."

By changing the language around "brand" to a more particular focus on "customer obsession," Hague emphasizes that she can steer the conversation into productive avenues and appeal to everyone in B2B leadership, rather than just marketers. 

"What do you want to be known for? What is your ultimate goal for your campaigns? You want customers who absolutely love you," Hague notes. "I want aligned teams. I want to unblock silos. I want internal people talking to each other. I only want them focused on customer obsession, so saying things that people truly understand and can cling to is the name of the game in this market."

Fear factor: Hague believes that fear is holding B2B leaders back. "CEOs are terrified. All the money has come out of PE firms and venture-backed funds, and they’re scared to take risks. And when you’re not able to take risks, you end up looking exactly the same as everyone else."

She offers a solution to counter fear and move ahead in marketing efforts: "Let's start integrating marketing into revenue-driving strategies. Everything is measurable now. Assign a KPI to something, and you can make a play for revenue."


Smart marketers are focused on changing their language, influencing leadership, and threading through customer obsession. Because at the end of the day, once product-market fit is established, real growth happens when you inspire people, energize them, and get them to drink the Kool-Aid, so to speak.

Elizabeth Hague

Fractional CMO
,
Wildcat Echo

Great examples: Hague points to a few standouts as examples of bold B2B marketing. "One brand that caught my eye is Air, a content management platform. They placed 73rd on the G2 software list. Their social media, run by Ariel Rubin, actually drives engagement on LinkedIn—the driest place imaginable."

She also praises consumer brands like Ritual, Nuuly, and Liquid Death for their strong marketing. "Classic CPG brands always have it going on. They drive eyeballs, they're interesting, I think they're doing a really good job."

Inspiring and energizing customers: For B2B brands that want to break through the noise, the path is clear: "Smart marketers are focused on changing their language, influencing leadership, and threading through customer obsession," Hague says. Because at the end of the day, once product-market fit is established, real growth happens when you inspire people, energize them, and get them to drink the Kool-Aid, so to speak. That's when true change can happen in an organization and that's when rapid growth happens as well."