The Evolution of Modern Marketing

YouTube Ad Made Me Think Today

This morning, a cleverly designed YouTube ad caught my attention. It was short, visually striking, and delivered its message with remarkable clarity. The ad’s ability to capture my interest within seconds reminded me of a key insight shared by marketing guru Ann Handley: "Good content isn’t about storytelling; it’s about telling a true story well" (Handley, 2021). The ad didn’t rely on over-the-top production but instead focused on authenticity and relevance, reinforcing how crucial it is to align your messaging with what truly matters to your audience.

"Good content isn’t about storytelling; it’s about telling a true story well" (Ann Handley, 2021)

A Surprising Lack of Precision in YouTube Ads

Despite YouTube’s advanced targeting capabilities, I am often surprised by how untargeted many ads feel. As a woman, I frequently receive ads promoting products aimed at men, such as male cosmetics or health advice. Additionally, I often see ads for products I have just purchased or recently browsed. While retargeting aims to reinforce brand visibility, showing the exact same product repeatedly—without offering alternatives or complementary items—feels redundant and counterproductive. Instead of informing me about something new, these ads leave me questioning the quality or reliability of the product I’ve already considered. This misalignment highlights an area where even highly sophisticated platforms like YouTube can fall short, missing opportunities to provide truly meaningful and insightful ad experiences.

A Bit of Backstory

Around ten years ago, in 2015, I began advising my clients in the food production industry to rethink their reliance on trade fairs as a primary marketing strategy. Not all trade fairs were to be abandoned; for businesses with an established market and client base, maintaining a presence with a sophisticated booth and a full product line still made sense. However, by then, the once-effective strategy of acquiring new clients through exhibitions had begun to lose its edge. This marked a significant shift from just a decade earlier, around 2005, when trade fairs were one of the most efficient ways to enter new markets.

The reasons for this shift were multifaceted, driven by changes in advertising methods, supplier evaluation processes, supply networks, and partnership structures. As marketing expert Seth Godin aptly notes, "The world’s best marketers have realised it’s not about interrupting customers anymore; it’s about being invited into their lives" (Godin, 2018). This paradigm shift meant that businesses needed to invest in strategies like digital marketing, content creation, and supply chain integration rather than relying solely on the physical presence at trade fairs to capture new clients.

"The world’s best marketers have realised it’s not about interrupting customers anymore; it’s about being invited into their lives" (Seth Godin, 2018)

Seamless Needs Satisfaction

Throughout those two decades, the advertising landscape had completely changed. At the beginning of this millennium, we were still accustomed to advertising strategies rooted in the 1980s—novelty, engagement, intensity, and repetition were the secrets to success. You communicated your core message—and if you had done your homework, you had a strong USP, a sales pitch, an elevator pitch, and all the fancy tools ready to deploy.

It was about delivering a few simple, memorable key words to clients, making them connect those words with emotions and your product to create desire and engagement. "Marketing is no longer about the stuff you make, but the stories you tell," says celebrated marketing strategist Bernadette Jiwa (Jiwa, 2016). This storytelling approach was effective, but we soon realised that values were not universally tied to single words. For instance, the concept of "family" meant vastly different things to a Japanese salaryman, an Indian agriculturalist, a Scandinavian freelancer, or a Brazilian shopkeeper. This realisation brought multiculturalism into focus, leading to the intricate world of persona profiling. I’ve seen forensic investigators show less meticulous attention to detail compared to the obsession some marketing experts displayed when tracking clients’ preferences and behaviours.

"Marketing is no longer about the stuff you make, but the stories you tell." (Bernadette Jiwa, 2016)

Fortunately, sophisticated ERP systems developed rapidly, integrating automation and a touch of AI. By the early 2000s, Google had made significant strides in forecasting consumer behaviour with their first experiments in semantic networks and advanced analytics.

It took me a while to understand why this approach began to fade, probably around 2011. There were discussions about consumer saturation, overexposure, and shifting values, especially with the rise of environmental consciousness and movements like slow food, slow living, and other "slow" philosophies. However, the real reason seemed deeper. "Modern consumers are too aware—they see through manipulation," suggests digital marketing pioneer Avinash Kaushik (Kaushik, 2019). A heightened technological awareness and education among consumers rendered the subtleties of advertising more transparent, exposing attempts to sell. This became evident during the COVID crisis, when pharmaceutical giants like Pfizer/BioNTech, Moderna, Sinovac, AstraZeneca, and others made unprecedented fortunes.

        "Modern consumers are too aware—they see through manipulation" (Avinash Kaushik, 2019)

As I’ve discussed before, the sophistication of guiding mass opinions and behaviours was eclipsed by the widespread use of fear-based persuasion and terror management tactics. These strategies, long favoured by insurance companies such as Allstate, Nationwide, and AXA, were repurposed for broader use. "Fear is the most primal emotion; it drives action when nothing else does," notes marketing psychologist Dr. Susan Weinschenk (Weinschenk, 2012). The constant barrage of catastrophic messages about rising sea levels, volcanic eruptions, and global disasters exaggerated the frequency and unpredictability of such events, subtly undermining climate policies in favour of profit-driven agendas. 

"Fear is the most primal emotion; it drives action when nothing else does." (Susan Weinschenk, 2012)

Returning to what changed in consumer perception and, more importantly, in industrial clients' decision-making processes, it became evident that we needed to adapt. We began investing heavily in consumer testing, particularly in sensory evaluation—a more accessible and cost-effective version of the methods Syngenta Agro GmbH has used since 2000. The intricate processes behind designing the sound of a car door, the crunch of a cracker, or the perfect carrot colour became standard practices, championed by companies like P&K Research, SAM Sensory and Consumer Research, and Sensory Dimensions.

Ultimately, consumers did not change fundamentally. Instead, industrial clients recognised that aligning product design explicitly with consumer expectations—beyond mere exposure to a linguistic message—was more effective. "The best marketing doesn’t feel like marketing," says digital strategist Tom Fishburne (Fishburne, 2020). The most successful approach combined both strategies, teaching us to communicate our values in a more kinetic and integrated way.

"The best marketing doesn’t feel like marketing," (Tom Fishburne, 2020)

Eugène Boudin, Ships and Sailing Boats Leaving Le Havre, 1887 Oil on canvas, Collection of Mr. and Mrs. Paul Mellon, 1983.1.7. (PD). Not on view. Via nga.gov.

Integrative Consumer Alignment

The rapid evolution of consumer expectations and technological capabilities has transformed how businesses approach product development and marketing. To stay relevant, companies have had to embrace a more holistic understanding of their customers, one that goes beyond demographics to encompass values, emotions, and sensory preferences. This shift has marked a new era in marketing, where aligning seamlessly with consumer desires has become not just an advantage but a necessity.

The Shift to Multi-Sensory Experiences

The evolution of advertising, while transformative, revealed a deeper truth about consumer engagement: aligning seamlessly with consumer expectations requires a blend of science, intuition, and adaptability. By the early 2010s, the focus shifted from crafting clever taglines to creating immersive experiences and multi-sensory alignments that resonated on a personal level. What we observed was not merely a change in consumer desires but an awakening to the intricacies of choice and perception.

Sensory evaluation became the cornerstone of product design. Companies began understanding that every detail—from the texture of a biscuit to the scent of a new car interior—needed to align with implicit consumer preferences. As Dr. Beverly Tepper, a prominent sensory scientist, states, “The experience of a product is as important as its functionality; it’s the invisible details that shape the visible loyalty” (Tepper, 2014). This philosophy turned sensory testing into an industry standard rather than a niche practice.

“The experience of a product is as important as its functionality; it’s the invisible details that shape the visible loyalty” (Beverly Tepper, 2014)

Data Integration and Predictive Analytics

The industrial sector also embraced this holistic approach. Decision-makers recognised that their own clients, often large-scale distributors or multinational corporations, demanded more than just cost-effective solutions; they required partnerships that anticipated their unspoken needs. This is where data integration, driven by advancements in ERP systems and AI, played a pivotal role. The ability to merge sensory data with predictive analytics allowed companies to not only meet but exceed expectations.

The Importance of Cultural Nuance

Yet, these advancements also highlighted disparities in global consumer values. What appealed to a consumer in Europe might fail entirely in Asian markets. Multicultural profiling—a practice that combines demographic data with cultural nuance—became an essential tool. Marketers learned to frame the same product differently depending on whether they were addressing an American homemaker or a Nigerian entrepreneur.

Lessons from the COVID-19 Pandemic

The COVID-19 pandemic starkly emphasised the importance of adaptive marketing. Pharmaceutical giants, riding on waves of public fear, demonstrated how potent an emotional appeal could be when paired with timely delivery. However, this era also underscored the ethical challenges of such strategies. As marketing researcher Naomi Oreskes warns, “When fear becomes the primary driver, trust becomes the primary casualty” (Oreskes, 2021). For many, rebuilding trust in the post-pandemic landscape became as critical as innovating products.

“When fear becomes the primary driver, trust becomes the primary casualty” (Naomi Oreskes, 2021)

Balancing Art and Algorithm

Ultimately, the shift in consumer and industrial dynamics called for a reimagined approach to advertising. Success was no longer about dazzling audiences but about meeting them where they were—through relevance, empathy, and seamless integration. By combining sensory alignment with data-driven insights, companies discovered that the true key to modern marketing lay in the delicate balance between art and algorithm.

Dora Louise Murdoch, Ships at the Dock, 1893 Watercolour on wove paper mounted to paperboard, Corcoran Collection (Bequest of James Parmelee), 2015.19.510. (PD). Not on view. Via nga.gov.

Do Your Homework

Understanding the changing dynamics of the food industry requires more than just observing surface-level trends. In a landscape increasingly defined by buyer consolidation and efficiency demands, suppliers have had to rethink their strategies. Gone are the days when a sleek product catalogue or an appealing label was enough to secure deals. Today, the ability to adapt and align with the operational expectations of large-scale buyers has become paramount. This shift underscores the need for meticulous preparation and a deep understanding of the evolving market requirements.

Buyer Consolidation and the Shift in Supplier Expectations

One of the most transformative factors in the food industry has been the increasing concentration of buyers. Large platforms such as supermarket chains began to dominate the market, setting a trend that others rapidly followed. This consolidation shifted the focus from individual products to the supplier’s capacity to deliver a diverse range of goods in a specific, consistent business style. It mirrored the practices of military tendering, which had long prioritised logistical efficiency and supplier alignment. Buyers like Alder Foods, Elite Brands LLC, Pro Food Solutions, Jomipsa, NuChoice Foods, and Compass Group (Eurest Support Services) exemplify this shift.

Evolving Expectations: Beyond Products

The new paradigm required far more than attractive labels and polished product catalogues. Suppliers were expected not only to meet their promises but to operate with a LEAN organisational structure. Proof of a local market presence became essential, as did demonstrating robust logistics and adaptability. In many cases, buyers took an active role in shaping their suppliers. Entire teams were deployed to a supplier’s facility, training staff to align with their production processes and business practices. This form of vertical integration, though limited to operational aspects, placed greater obligations on suppliers while allowing customers to mitigate risks without merging financial or legal structures.

As logistics expert Karen Leong notes, “Modern procurement isn’t just about sourcing products—it’s about co-creating value through seamless operational alignment” (Leong, 2018). This approach emphasised a partnership mentality, where suppliers had to think like strategic allies rather than independent entities.

“Modern procurement isn’t just about sourcing products—it’s about co-creating value through seamless operational alignment” (Karen Leong, 2018)

Targeting the Giants: A Lesson in Preparation

The crucial lesson was clear: targeting the giants of the retail world required meticulous preparation. Companies like Walmart Inc., Schwarz Unternehmenskommunikation GmbH & Co KG, Aldi Einkauf GmbH & Co oHG, The Kroger Co., Seven & i Holdings Co Ltd, Carrefour SA, Edeka Zentrale AG & Co KG, Albertsons Companies Inc., REWE Group, and Tesco Plc demanded more than just competitive pricing. To even approach these industry titans, suppliers needed to have firmly established themselves as key players in their local markets. Without this foundational groundwork, pursuing these top-tier buyers was not only impractical but potentially detrimental.

Strategic Positioning for Success

Suppliers learned to focus on incremental growth, ensuring their operational systems, organisational structures, and product portfolios were fully optimised before attempting to scale. “Winning the trust of global buyers starts with mastering your backyard,” advises procurement strategist Angela Wei (Wei, 2020). This meant prioritising local market dominance and building a reputation for reliability and adaptability. Only then could suppliers position themselves as credible contenders in the highly competitive landscape of global retail.

“Winning the trust of global buyers starts with mastering your backyard.” (Angela Wei, 2020)

Ludolf Backhuysen, Ships in Distress off a Rocky Coast, 1667 Oil on canvas, Ailsa Mellon Bruce Fund, 1985.29.1. Public Domain (PD). On view: West Building, Main Floor — Gallery 49. Via nga.gov.

From Product Catalogue to ERP Integration

The transition from traditional product catalogues to fully integrated ERP systems represents one of the most significant shifts in modern business operations. As technology advanced, so did the expectations of buyers and suppliers alike. No longer were companies judged solely by their products or branding; their ability to seamlessly integrate into broader operational systems became a critical factor for success. This evolution has redefined how businesses interact, collaborate, and compete in an increasingly interconnected marketplace.

The Role of IT in Streamlining Operations

The evolution from static product catalogues to dynamic ERP integrations has been nothing short of transformative for businesses. By 2024, I was still grappling with the challenge of developing tools that could visualise complex data from expensive ERP systems in simple, Excel-style tables—the kind decision-makers could easily understand and download. Ironically, these same decision-makers, who invested heavily in such software, often lacked the time or expertise to fully leverage its potential. Meanwhile, the industry standard had shifted: large buyers now routinely demanded that their suppliers integrate directly with their ERP systems.

As digital transformation expert Martha Bennett notes, “True integration is about removing friction and making collaboration seamless; it’s the backbone of modern business” (Bennett, 2023). This approach saw platforms like SAP, Oracle, Microsoft Dynamics 365, NetSuite, Infor, Epicor, Sage, Acumatica, Odoo, and IDempiere become household names among industry professionals, even if their specific offerings remained a mystery to some.

“True integration is about removing friction and making collaboration seamless; it’s the backbone of modern business” (Martha Bennett, 2023)

Adapting to Integration-Driven Procurement

This new reality transformed the supplier-buyer relationship. Tasks that once required personal touches—like scraping data, assembling calling lists, or cold-calling buyers to announce discounts—were now largely automated. ERP systems handled a significant portion of the workload, enabling buyers to place orders directly through integrated platforms. These systems also communicated updates seamlessly to production teams, allowing for efficient adjustments in planning.

Yet, some traditions persisted. For example, fostering rapport with clients often involved understanding personal details, like their spouses’ birthdays or the number of children they had, to create a sense of familiarity. Similarly, visiting the factory floor to coordinate with supervisors and the "warehouse manager" was still part of the workflow, ensuring that human connections complemented the automation.

The New Business as Usual

Today, ERP integration is no longer a luxury but an expectation. According to supply chain strategist Elena Mora, “Businesses that fail to integrate risk being left out of supply networks entirely” (Mora, 2024). This shift has enabled suppliers to streamline operations, reduce errors, and maintain competitiveness in increasingly digitised markets. For many, the key takeaway has been the importance of adaptability—embracing technology while retaining the human elements that build trust and long-term relationships.

“Businesses that fail to integrate risk being left out of supply networks entirely.” (Elean Mora, 2024)

Pietro Rotari, Girl Looking Through a Telescope Oil on canvas, date unknown. Public Domain. Via Wikimedia Commons

 

Packaging Industry: A New Key Partner

Redefining the Client Relationship

Finally, and I must admit it took me far too long to grasp this shift, we realised that our customers were no longer our direct buyers. The longstanding belief that a ready-meal producer’s main client was a supermarket or a health-conscious retailer no longer held true. Similarly, those producing gourmet rice, premium wines, or artisanal cheeses traditionally aimed their efforts at gourmet chains and dense networks of grocers. However, the reality evolved.

In many markets, a single importer replaced hundreds of local grocers. This wasn’t due to grocers disappearing but rather because cross-border documentation and legal complexities made it unfeasible for mid-sized or larger companies to manage such operations in-house. Importers, having negotiated better price structures, transitioned from mere intermediaries to systemic partners, pivotal in streamlining global food supply chains.

The Growing Importance of Packaging

Packaging emerged as a key differentiator, far beyond its traditional roles of containment and presentation. Legal requirements in packaging increased substantially, but in most cases, they were manageable. The true challenges lay in logistics and marketing design. For example, a Chinese ready-meal producer would find it prohibitively expensive and logistically complex to manufacture hot pots in China and ship them to Europe. Packaging had to balance a product’s protection, shelf appeal, and compatibility with automated logistics systems.

As Dr. Svenja Krueger, a logistics innovation expert, explains, “Packaging is no longer an afterthought—it’s a strategic component in cost optimisation and market success” (Krueger, 2020). The functionality of packaging now determines not just shelf durability but also its adaptability to automated production lines and long distribution networks.

“Packaging is no longer an afterthought—it’s a strategic component in cost optimisation and market success” (Svenja Krueger, 2020)

Innovation in Shapes, Materials, and Functionality

The last two decades have seen an explosion of innovation in packaging. New materials, shapes, and functional designs revolutionised the industry. Companies such as International Paper Company, WestRock, Tetra Laval, Berry Global, and Amcor led the charge, transforming how products moved through the supply chain. These firms did more than provide materials—they became critical partners in enabling efficient, automated logistics.

Financial Integration and Market Survival

Another aspect of this shift was financial. The food industry is notoriously capital-intensive, and as global markets restructured, mid-sized companies found it increasingly difficult to secure adequate funding. This was especially true for “established” enterprises—those with annual turnovers of $100 million and workforce sizes just shy of major corporate thresholds, such as 500 employees globally or the European Union’s 250-employee definition. These companies faced delicate negotiations to secure financing, often compromising by forming partnerships with large investment or packaging groups or selling parts of their operations.

Blurring Industry Roles

Perhaps the most surprising revelation was how companies diversified into unexpected industries. Coca-Cola’s brief venture into wine production (1977-1984) and LVMH’s dominance in wines and spirits since 1987 illustrate how industry lines have blurred. Packaging companies, too, have moved from being suppliers to becoming integral players in global food logistics and production. As global supply chains grow more integrated, traditional industry roles are disappearing, replaced by versatile partnerships that redefine the very structure of business.

Circle of Jacob Adriaensz Bellevois, Dutch Ships in a Lively Breeze, probably 1650s Oil on canvas, Gift of Mrs. Robert Giles, 1947.3.1. Public Domain (PD). Not on view. Via nga.gov.

 

Reimagining Success in an Interconnected World

The shifts in global business dynamics over the past two decades reveal a compelling story of adaptation, innovation, and integration. From the rise of ERP systems and sensory evaluation techniques to the pivotal role of the packaging industry, success today is no longer about isolated brilliance. Instead, it hinges on the ability to navigate complex networks, build strategic partnerships, and embrace technological evolution while retaining human values.

Lessons in Adaptability

The trajectory of industries like food production and logistics underscores the importance of adaptability. As traditional supply chains gave way to integrated systems, companies that thrived were those that anticipated changes and acted decisively. Whether through adopting sophisticated ERP platforms or investing in multicultural profiling and sensory alignment, adaptability has proven to be a cornerstone of resilience.

Partnerships Over Isolation

Another key lesson lies in the importance of collaboration. The packaging industry exemplifies how roles once considered peripheral can evolve into critical partnerships. The transition of packaging companies into systemic partners shows that no single player dominates the value chain—success lies in cooperation and shared expertise.

Technology: A Double-Edged Sword

Technology has undoubtedly accelerated growth and efficiency, but it has also presented challenges. The automation of processes, from ERP integration to logistics management, has reduced errors and improved scalability. However, it has also highlighted the need for businesses to balance technological advancements with the human touch—a factor that remains irreplaceable in building trust and fostering loyalty.

A New Vision for Leadership

In this interconnected world, leadership demands a nuanced approach. It requires the vision to invest in innovation, the courage to embrace disruption, and the humility to recognise the value of partnerships. Leaders must be willing to reimagine their industries—not as isolated entities but as dynamic ecosystems where collaboration drives collective success.

Looking Ahead

The lessons from these shifts offer a roadmap for the future. As global markets continue to evolve, the businesses that will lead are those that understand the value of integration, adaptability, and ethical practices. The interplay of tradition and innovation, local expertise and global ambition, will shape the next era of growth.

As we stand on the cusp of new possibilities, the question is not merely how we adapt but how we lead in a world where the lines between industries, roles, and expectations blur. The answer lies in reimagining success—not as a solitary pursuit but as a shared journey in an interconnected world.

Tabea Hirzel    

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