In the high-stakes arena of modern advertising, a persistent rift divides marketers into two camps: those championing ‘brand marketing’ and those wielding ‘performance marketing.’ This binary, however, is increasingly viewed as a misleading construct that hampers strategic agility. Mark Ritson, a prominent marketing professor and columnist, ignited fresh debate with his Marketing Week piece, arguing that ‘brand marketing’ is one half of a false dichotomy, much like its counterpart ‘performance marketing.’

Ritson contends that both terms emerged from a misguided quest for simplicity amid complex media ecosystems. ‘Performance marketing has an evil twin: brand marketing—another term that promises clarity, but mostly delivers the opposite,’ he writes. This perspective echoes earlier critiques, such as Michael Lorenzos’s 2021 call in WARC to dissolve the divide, urging CMOs to align incentives between the two silos.

The origins trace back to the digital boom of the 2010s, when metrics like click-through rates and return on ad spend (ROAS) gained primacy, birthing ‘performance marketing’ as a direct-response discipline. Meanwhile, traditional awareness-building efforts were retroactively labeled ‘brand marketing.’ Yet, as Ritson notes, this split ignores how all marketing ultimately serves sales—whether through immediate conversions or long-term equity.

The Metrics Trap

Performance marketers prioritize short-term KPIs such as cost per acquisition (CPA) and conversion rates, often optimizing for platforms like Google Ads and Meta. Brand efforts, by contrast, lean on softer metrics like aided recall and favorability scores. This separation fosters internal turf wars, with budgets ping-ponging based on quarterly pressures. A 2022 roundtable in The Drum labeled it a ‘dumb dichotomy,’ with experts like Network participants decrying how it pits creativity against data.

Forbes contributor Andrew Stephen, in a 2017 analysis updated in discussions, warned that such false choices—online versus offline, B2C versus B2B—oversimplify dynamic consumer paths. Recent data from the IPA Bellwether, referenced in Performance Marketing World (January 2026), shows UK ad spend stalling amid media fragmentation, underscoring the need for integrated approaches.

Posts on X amplify this sentiment, with marketers like those from MarketingWeekUK highlighting ongoing debates, though inconclusive, reveal frustration over the terms’ rigidity.

Real-World Fallout

Consider Bleach London’s ecommerce growth, where Lorenzos integrated brand storytelling with performance tactics, boosting synergies. Similarly, Triple Whale’s 2023 post, echoed in 2025 updates via their blog, declared ‘performance marketing is dead’ without brand foundations, citing rising acquisition costs from privacy changes like Apple’s ATT.

Mountain’s February 2025 guide in their blog details how performance drives tactical wins but falters in scale without brand lift, drawing on Les Binet and Peter Field’s ‘The Long and the Short of It’ research, which shows balanced portfolios outperform pure short-term plays by 40%.

Designity’s June 2025 comparison and Digital Silk’s September 2025 guide reinforce that hybrid strategies align with business goals, using real client cases where unified funnels lifted ROAS by 25%.

Case Studies in Unity

Procter & Gamble’s shift under Jon Moeller exemplifies integration: blending upper-funnel brand films with lower-funnel retargeting, per WARC reports. Unilever’s ‘Dirt is Good’ campaign fused emotional narratives with shoppable ads, yielding sustained growth amid economic headwinds.

In DTC, Cody Plofker at Triple Whale advocates ‘brandformance,’ where performance budgets fund brand experiments. This mirrors Forbes’ call to challenge dichotomies, with Stephen noting integrated paths better capture omnichannel realities.

X discussions in early 2026, including threads on media fragmentation and AI pacts between Apple and Google, highlight how signal loss forces convergence, per Performance Marketing World.

Path Forward for CMOs

Ritson proposes scrapping both labels for ‘marketing,’ segmented by time horizons: short, medium, long. This reframing, supported by The Drum’s experts, rewards holistic outcomes over siloed wins. WARC’s Lorenzo suggests KPI dashboards blending mental availability (brand) with penetration (performance).

Emerging tools like clean rooms and AI attribution, as in recent X posts, enable cross-silo measurement. IPA data shows campaigns balancing both deliver 3.5 times the profit growth of performance-only efforts.

For industry insiders, the imperative is clear: dismantle the divide through shared incentives, unified tech stacks, and leadership that values the full marketing funnel.