Follow the Leaders

When the economy dips and uncertainty sets in, one of the first line items many businesses consider slashing is their marketing budget. It feels logical—save where you can, ride it out, and reinvest when things feel more stable. But this reflex, while understandable, is often exactly the wrong move. Historically, companies that double down on smart marketing during a downturn don’t just survive—they often come out stronger.

The Temptation to Pause

Fear-driven decisions tend to focus on immediate survival. Business owners worry that no one’s buying, so what’s the point of spending money trying to reach them? The truth is: your competitors are thinking the same thing. When others go quiet, there’s an opportunity to claim attention and market share—often at a discount.

Jos. A. Bank: Value-Led Growth in a Down Economy

In the thick of the 2008 recession, when consumer confidence was scraping the floor and many retailers were bracing for losses, Jos. A. Bank took a bold approach. Rather than cutting back, they doubled down on promotions—most famously their “Buy One, Get Two Free” deals on suits. It was a tactic that some dismissed as gimmicky, but it spoke directly to the moment: value-conscious shoppers still needed to look professional for interviews, work, and special occasions.

Their message was simple: you don’t have to sacrifice looking sharp, even when money’s tight. This aggressive, clear communication strategy helped them grow their net sales from about $604 million in 2007 to nearly $700 million in 2008. More importantly, they built brand recognition that lasted by staying visible and relevant.

Procter & Gamble: Winning Loyalty Through Visibility

During the 2008 Financial Crisis, Procter & Gamble increased their ad spend while competitors scaled back. The results were clear: P&G gained market share and deepened consumer trust. Their lesson? Sustained visibility during market silence drives recall and trust when the noise returns.

Amazon: Scaling During Chaos

Amazon has repeatedly leaned into economic uncertainty as a growth lever. During the dot-com bust and again during the 2008 recession, the company kept investing in infrastructure, expanding its product lines, and rolling out major initiatives like Prime and AWS.

During the COVID-19 pandemic, Amazon again rose to the occasion. It rapidly scaled logistics, expanded its grocery and essentials offerings, and communicated clearly around safety and speed. While many retailers struggled, Amazon’s ability to meet the moment reinforced its role as an essential part of daily life.

Their playbook: invest deeply in customer value while rivals retreat—and you won’t just survive, you’ll redefine the market.

Hyundai: Empathy That Drives Market Share

In 2008, Hyundai launched the “Assurance Program,” which let customers return their vehicle if they lost their job. It was bold, empathetic, and timed perfectly for consumer anxiety.

Backed by strong advertising, the campaign worked: Hyundai’s U.S. market share jumped from 3.1% to 4.3% in a single year. Lesson learned: Empathy and visibility can become powerful growth engines in times of fear.

Reckitt Benckiser: Media Blitz Around Relevant Needs

While many companies went dark in 2008, Reckitt Benckiser increased its ad spending by 25%. Focused on health and hygiene brands like Lysol, the company delivered direct, solution-oriented messaging that matched consumer needs.

The same approach paid off again during COVID-19. As public focus shifted sharply toward cleanliness and disinfection, Reckitt Benckiser was ready—with scaled supply chains, increased media spend, and a wave of purpose-driven messaging that placed their brands at the center of the conversation.

What These Brands Have in Common

Whether it was Jos. A. Bank using bold promotions to stand out, Procter & Gamble investing steadily through crisis, Amazon scaling while others shrank, Hyundai combining empathy with bold creative, or Reckitt Benckiser staying top-of-mind during multiple global crises—each of these companies made the same strategic move: they played offense while others played defense.

They didn’t freeze. They invested. They showed up with clarity, consistency, and relevance. And they gained long-term market share as a result.

Now’s the Time to Lead, Not Hide

At ADK, we believe marketing isn’t something you turn on when times are good and off when they’re not. It’s your voice, your presence, and your promise—and when the market gets quiet, that voice becomes even more powerful.

The brands that thrive in tough times aren’t just lucky. They’re intentional. They recognize that uncertainty breeds opportunity for those willing to show up with purpose.

The case studies we’ve looked at—Jos. A. Bank, Procter & Gamble, Amazon, Hyundai, and Reckitt Benckiser—aren’t just examples of surviving a recession. They’re lessons in how to build momentum when it matters most.

So if you’re wondering whether now is the time to invest in marketing, consider this: recessions come and go. But the visibility and trust you build now can outlast any economic cycle. Strategy doesn’t pause for a downturn—it leans in.

Let’s help you lean in.

Trott

According to Dave Trott, 90% of advertising isn't remembered—not because it's good or bad, but because it lacks impact.

Many advertising agencies focus solely on persuasion and communication, neglecting the need for impactful strategies.

To create advertising that truly resonates, you need a strategy—one that positions your brand and business effectively, addressing the personal needs and wants of your customers.

This concept, inspired by Dave Trott, highlights the pitfalls many businesses face when they get caught up in tactics like social posts, emails, and logos without a unifying strategy.

At ADK, we focus on developing a strategic approach to position your business effectively, ensuring all efforts contribute to a cohesive vision. Based on that narrative, we can better identify the tactics needed to maximize your marketing spend - ensuring we’re all on the same page moving forward.

Be Interesting.

The world needs more interesting brands. 

It’s why after 40+ collective years of experience on some of the biggest and smallest brands in the world, we started ADK.

ADK was established as a way to counter the broken agency model that makes for so much of the bad work you see and bad experiences customers have. 

We are doing our part by

• doing good work

• building smart and logical strategies 

• electing for efficient marketing programs

• And most importantly, being fair and reasonable with clients

If you’ve been the victim of a hack agency or just want to talk shop - shoot us a note.