How can marketers thrive in the second half of 2026?

Speaker A: Creator marketing is exploding. More creators, more content, more money spent on media. But confidence hasn't kept pace. Link AI Creator content insights change that. They turn influencer ads into predictive insight you can act on so you know what to scale before budgets are spent. Discover how you can invest with confidence, not Guesswork. With link AI by Kantar, visit try.k a n t a r.com Campaigns Marketing Week. Hello and welcome to the latest episode of the Marketing Week podcast. As we reach the midpoint of the year, we thought it would be a good opportunity to take a step back, reflect on the six months just gone, and look forward to what that means for marketers and for the remainder of 2026 and beyond. I'm Lucy Tesseras and I'm the Managing Editor of Marketing Week and I'll be joined shortly by my co host, Senior Reporter Molly Innes. It's been another whirlwind start to the year, dogged by political unrest, war and economic uncertainty. Inflation remains high, consumer confidence remains low, and we continue to operate in a slow growth environment. It means there's far greater scrutiny on marketing budgets. Every pound has to work harder and teams are being stretched like never before. Data from our career and salary survey painted a pretty bleak picture, but there are positives too. There has been great examples of marketing shifting the dial of marketers, being credited for transforming businesses, for leading on innovation and for driving business growth. So while it remains a challenging environment, marketers have the opportunity to play a ah, pivotal role and have a meaningful impact. I'm now going to hand over to Molly, who will be joined by the wider Marketing Week team who will be talking about everything from the crackdown on influencer transparency and stalling progression and what can be done about it to brands focus on affordability and how to do that in a sustainable way and what changes to B2B buying behavior means from a brand point of view. And of course we couldn't do a mid year check in without talking about AI, specifically its impact on search and what that means for brands and why it offers marketers a chance to reset overcomplicated Ah Martech stacks. Over to you Molly.

Speaker B: Fab. Thanks Lucy. So first up, we're diving into progression with Charlotte Rogers, our Deputy Managing Editor and head of Insight, who leads all our work around career and salary survey. So Charlotte, starting point, what would you say the biggest takeaway is so far for marketers from this year's reporting?

Speaker C: Well, I'd say there was a really big takeaway around career progression and what we were describing as the progression crisis. So the fact that basically 7% of marketers said they had not seen any kind of promotion, sideways move or new job at their current company in the past 12 months. And actually over half, 54% said that they saw no opportunity for progression in the next 12 months. And Molly, I know you were really looking into this topic and speaking to people about what really is a crisis.

Speaker B: I was looking over the feature I wrote earlier, ah, this year on this topic and I think the headline we went with was, um, quote, soul destroying marketers undealing with stalling progression because our careers are so personal to us. So if you feel like you're not moving forward in your career, it does have that. The opposite of a halo effect, like a negative halo effect on the rest of basically, basically how you might feel about yourself or perceive your self worth and so on. One marketer I spoke to, Steven Taylor, who's held, you know, CMO roles at, uh, brands like Coty Brasserie, Pizza Express, Samsung Europe. He was saying, you know, once you got to the CMO position, your job title, there's not really much room for it to get any better. So you always have to reframe progression. And I think that's one of the things, as you pulled out the stats there, Charlotte, I do think there's a question of if we're defining progression just in terms of promotions and pay rises or whether we're going to define it as learning a new skill within your job or sort of those wider points. And Charlotte, from your side, obviously you've done a lot of great work around progression and how it's impacting parents or how parents feel they're not progressing. These two areas that uh, we're talking about here, they do intersect. But can you sort of tell us a bit more about what you found this year?

Speaker C: Yeah, thanks, Molly. Because the thing is, this is actually the first year we've ever asked if you were a parent or not in the survey. And um, it revealed some really interesting data that I think maybe a lot of people felt, but we finally had the numbers to prove it. So we found that 72% of parents, working parents, said they had not experienced any career progression in their company in the past 12 months. And 60, um, percent of working parents said that they saw no opportunity for progression at all where they currently are. And then when you split that data by gender, we saw nothing short of really a chasm in the experiences and the difference of experiences between men and women. So for example, mothers in marketing said that being a parent had harmed their progression. 44% of them said that versus 7.6% of fathers. So almost half of working mums say my Progression's been harmed versus just 7% of fathers. We also kind of drilled into it in different ways. So we were asking things about like flexible working. So um, 63% of working mums said that being a parent led them into trying to get flexible working arrangements versus 37% of fathers. And um, when we asked whether that had been denied, 10% of mum said their requests had been denied versus 1% of fathers. We also asked things like has being a parent prevented you from applying for a role? So this idea that actually there's a ceiling on your progression anyway. And over a third of mothers said that being a parent prevented them from applying for a role versus 13% of fathers. Over a third of mothers had cut their hours. This is 1.7% of fathers. And 14% of working mums had been forced to take on a junior role versus 3.4% of fathers. And the reason it's important to look at the gender difference is because this is a societal problem. Like the structures are not built to make this equal. And um, you know, women are coming back into roles and they feel like they're having to take a step down because the level of seniority they were previously at is not seen as compatible with flexibility. And again and again the same kind of things came up in the conversations I was having. So poor paternity leave, the fact that statutory paternity leave is only two weeks. So the experience of men who might even like want to be off longer and have more of a time out of their career to be with, you know, their young families aren't able to do it. So that's a barrier where women take on so much more of that caring. But also the idea that flexibility. A lot of businesses are rolling back on that. You know, it is becoming questioned that presenteeism, um, around being in the office and that idea of missing out on opportunities and um, feeling like actually flexibility sometimes pitted as something just for working parents and actually if the agenda is more shared, that it's something for everyone, it will be absorbed more into business culture. Whereas if you say, oh, this is just for working parents, it just kind of stalls. So I think there's loads in there around what's happening to working mothers. And um, we've got a progression crisis building there and that's why we're seeing our gender pay gap is up. It's at a five year high. We're seeing More women exiting the industry at a certain level because of the motherhood penalty. And we've got the data right there.

Speaker B: It's just shocking and sad and it's not just impacting mums, it's impacting fathers, it's impact impacting families. It's also impacting the people who work in these teams who can see that and maybe are then choosing not to become a parent at a time they might want to because they know how other parents in their organisations are being treated. I wonder, sort of looking ahead, obviously this isn't an easy fix, but if you were to sort of, you know, for the second half of this year or going into next year, what changes you'd want to see or what you'd want the industry to be doing more of, or you know, making a bigger deal of, you know, taking, you know, equal parental leave, which the takeover is so low or what does that sort of look like to you?

Speaker C: Such a good point. I think obviously there's the structural, societal things that are moving in the right direction and there are campaigns to legislate in a different way. But as an organization you could start right now, like you say Molly, you could bring in more family friendly policies, you could promote equal parental leave. You could talk more about, you know, there's businesses like Diageo that give fathers six months off at four pay like, or parents, you know, is gender blind in that sense. You know, you, if that's something your organization could do, you can move in that direction or ah, role model people that have taken extended periods of time off. And also as a leader, you know, people talk a lot about parenting out loud and that concept of saying, no, I'm leaving at this time because I need to pick my child up from nursery or I'm having this half day off to go to sports day, you know, all those kind of things that um, people felt like they had to hide they were doing or just not go to at all because it just didn't feel like it was incompatible with leadership. I think there are many opportunities for people to reclaim that and say, no, I'm going to talk about being a parent. Um, because it does trickle down, like you say, to more junior members of staff where they feel like maybe one day if I become a parent, I too could have an extended period of time off or I could come back and know it's not career ending. And I think for so many people it still is. And um, we just can't allow that to continue. Particularly in an industry that's 72% female. Now, marketing has no problem attracting women. It has a big problem progressing and retaining them. And that is a major issue.

Speaker B: Thanks, Niamh, for joining us. So, Niamh, as senior reporter for effectiveness and Growth, what levers have you seen brands pulling on this year to drive growth?

Speaker D: Well, Molly, I think the focus this year for a lot of brands has really been on affordability. So, I mean, I feel like we've been talking about the cost of living crisis from like the last five or six years. But actually, I think where's in maybe the first couple of years post pandemic 2022, 2023, we were seeing brands basically accept that they were going to have, like, less volume and like, retaining the kind of sales revenue figures through pricing. I think we're actually seeing a bit of a switch where maybe consumers are just getting fatigued from, like I say, kind of constant pressures on cost of living. And brands are now having to look at, uh, affordability and driving affordability. Diageo is an obvious one and such an interesting one because it's a company that spent years, if not decades, talking about premiumization and where they've been quick to say they're not moving away from premiumization under the new CEO. There's definitely a big focus on driving affordability. And seen the same companies like Coca Cola talking about the importance of affordability. Heineken as well, which again has been another big proponent of premium organization that's now talking about affordability. So I think going into the second half of 2026, the continued focus on affordability is definitely going to be the way forward. I guess it's an interesting challenge for marketers, though, because we so often talk about, like, the importance of marketing and driving a price premium. Sometimes that definition of affordability can sometimes lead, like, if you look to be the cheapest, if that's how you define a affordability, that can potentially be quite dangerous for brands in terms of, like, retaining their equity, not commoditizing their brand. It can be a bit of a tightrope for people to walk. So quite fine line, I would say.

Speaker B: Do you have an example maybe from so far this year of a brand that has, you know, driven affordability and it hasn't had a, you know, detrimental impact on their, uh, brand perception?

Speaker D: It comes back to that definition of affordability. Like, affordability isn't always about price. So it's not actually an example from this year, but it's a conversation I had this year with Procell, who are the B2B like, version of Duracell so they make batteries and basically like they had been perceived as more expensive, they were more expensive than some competitors and they, a few years back now did kind of this big campaign to reframe value and actually say, like, what is the cost of you having to replace batteries all the time? They were an IPA Effectiveness award winner. And, um, they have lots of customer data showing that they did not touch their price at all. But customers perceive them as, in their brand tracking as being much better for value after they've done that work. So that's an example of a brand, quite a big intervention there, kind of a new campaign, a new platform where they managed to completely shift the gear on affordability without touching price. I think another example, because I think some brands will look at that and be like, okay, but we don't have the budget. Um, and so I think another good example is, um, Tony's Chocolonely where I spoke to Nicola Matthews, who's the marketing leader there, um, at the beginning of this year, and she talked about how to bring people into the brand. They introduced a smaller size, so cheaper products, smaller size. I think it was 3.1 penetration points incrementally just on that innovation. So like smaller sized packs, if you're in a category that that's applicable to, is a big one. Just kind of getting ways to bring people into your brand without them trading out.

Speaker E: Brilliant.

Speaker B: So now we have Amrit, our reporter, covering social creators, influencers and a whole host of other topics. But we're going to focus in on influencer marketing today. So, Amrit, what have you. This has been a massive six months in the creator world. In social media. We've seen, you know, brands increasing their investment massively. We've seen, you know, transparency issues, loads of stuff going on. What's the biggest thing that's coming out of it for you so far?

Speaker F: I definitely say the, as you touched on there, the transparency and trust and I guess brands wanting more transparency with the influencers they're working with and consumers wanting to be able to trust the influencers that they're seeing on their social feeds every day. Um, I think a key point sort of pointing to that is the ASA research back in February which found that 80% of consumers prefer influencers. To be clear, when content is advertising, which I think just sort of shows the need to have that sort of consumer front of mind when brands are investing in these influencers and sort of making sure that they're the right fit for the audiences that they're trying to target. And interestingly at the same time as that research, High Portita and the influencer marketing trade body found that if sort of influencers do disclose that it's an ad or it's gifted, that doesn't negatively impact the performance. So I guess with them two researchers working hand in hand, it sort of shows brands that, yeah, they don't need influencers who don't want to disclose or don't want to sort of be clear that it's a paid partnership because, yeah, the content will still work just as well. And yeah, I think that was sort of quite an interesting and defining moment from the past six months, months of the year also.

Speaker B: I wonder if part of that is, you know, a lot of consumers get really invested in the creators that they follow and, you know, from micro to big, really big ones. Often I find people quite happy to support the creators they like if they're doing an ad because they know they're getting something out of it.

Speaker F: Definitely, yeah. I think it's like we hear people talk about like the cult and really like loyal followings that creators can have, whether it's like a really niche, like gardening influencer with like 2000 really loyal followers or like your sort of mega influences with a million plus. Um, yeah, that's. Yeah, that's a really interesting point. And yeah, I feel like it just shows that people just want that transparency because I think with people being served so many ads from influencers nowadays, you can so tell when something is like something that has been gifted or is an ad, even if it's not disclosed. So, yeah, I think just having that disclosure, it doesn't take that much more effort and it's just so important to have.

Speaker B: Yeah, absolutely. And I guess looking ahead, you know, the next six months of the year, half of the next six months will be the sort of golden quarter where it's, you know, Christmas and it's Black Friday and all these things where, you know, influencers really come into the fore again. But yeah, looking ahead, what do you think the biggest takeaways from the first half of the year, uh, moving into the latter half will be, or what are you expecting to see?

Speaker F: Yeah, I feel like another interesting development sort of playing into that is, um, in May we had the IAB UK launch their sort of creator qualification, which I know there's been sort of similar qualifications in America and other parts of Europe, but, uh, it's sort of the first of its kind in the uk. So I think with that coming into play, that could be really interesting to see how it sort of Shapes, Yeah, which influencers brands are selecting and whether there'll be a shift towards people who sort of choose to take that qualification. Because it's just sort of like a 90 minute sort of training course covering everything from regulation to policies to measurement. So yeah, it's quite comprehensive and sort of quite like uh, it doesn't take too much of the influencer's time. So it'd be interesting to see how that sort of shapes influence marketing going forward. And yeah, how sort of the UK is um, sort of following other countries and other regions in how they sort of run influencer marketing. And I think with that in mind, paired with the sort of research we've had around trust and transparency so far this year, I think it will just be that sort of trust and trust and ensuring creators sort of work transparently with brands with consumers front in mind. I think that will be something that will never sort of, yeah, leave influencer marketing and continue to be important. Especially as you say, we go to Christmas and I feel like influencers will be even bigger parts of brands Christmas budgets as we saw that sort of increase last year. So yeah, no be exciting to see how the space develops going forward.

Speaker B: That's really interesting. Amazing. Well, thank you Amri.

Speaker A: Fab.

Speaker B: Thanks Josh for joining us. So, as our trends editor covering tech, you've been doing a lot of work this year around Martech, how that's evolving, how the stacks evolve with marketers and so on. What's the biggest takeaway so far this year from your reporting?

Speaker G: Yeah, there's certainly a few things. I think the, the main one is the kind of impact that AI, uh, is having on everyone's Martech stacks and the, the opportunity perhaps to take what has been a slightly overstuffed and built upon kind of area of marketing and kind of strip it back to basics or at least get a new grip of it building around this kind of incoming technology. So spoke to many different marketers over the course of this year who are uh, excited about the potential that AI can bring to marketing and to Martech in general, but still kind of that little bit of caution around not being sold. The shiny new toy that got a lot of marketers, Martech stacks into the kind of mess that we find them in. The kind of idea of just layering on more and more on uh, top of on top and measuring too much really to step back, think about what you need, how AI can solve it and hopefully come out of it with a better, more efficient Martech stack.

Speaker B: I mean it's a problem that We've been hearing about for years from marketers just buying this tech and then not really using it either. Or obviously as leadership seems to always be changing, people coming in and adding something new to the mix that they don't quite realize what they've already got. What are you seeing in terms of I guess navigating that immediate challenge? What are people saying to you about how they're reorganizing it or what they can be doing better?

Speaker G: I, uh, think the kind of main message which we're hearing is that marketers do need to take more ownership over this. It's not something that you can just leave in the hands of your CTO or your technology team and keep quite hands off. Marketing needs to be involved in those decisions. It needs to be putting forward the kind of tools and capabilities that it needs. But more of it needs to be regularly training and keeping on top of making sure that as people enter and move out of the business that people are ah, immediately brought up to speed on the technology that they have trained to be working on it so that these tools don't just start gathering dust or a new CMO comes in and has their preferred kind of tech platform and rips everything up and starts again. That'll happen in case to case, but on the whole it should be a fairly smooth kind of transition. But it's incumbent on marketers to be the ones to make that happen. You can't just magically hope to hire people who will work within the tech stack which you've put together.

Speaker B: Obviously there is a key takeaway from what you described there, but going into latter half of the year, uh, can't believe we're already halfway through 2026. How do you think this topic will evolve?

Speaker G: There's a lot of change still happening. The kind of rapid development of AI in the space means that what was working six to 12 months ago is now already rapidly different and in six months time it will be rapidly different again. So there was a debate for marketers to make as to how quickly to jump on board these kind of trends at the moment and how quickly to start embedding these sort uh, of work inside, inside their martech stacks. But irrespective of how far along you are, I think this point, marketers do need to be in a place where they know where they're going with their kind of tech strategy for the back half of the year, that they know what kind of AI tools are going to be working for their team and working towards something that will set them up. Certainly for the rest of this year and um, most in particularly for the next year and the years to come where hopefully the pace of change slows down a little bit and people can start actually making the use of the tools they've bought rather than immediately having to think about the next shiny toy.

Speaker B: You know, you've got a weekly column week in tech. What, you know, fun favorite. What's the best story you've seen so far?

Speaker G: It's been an interesting year. There's been a few kind of things that have popped up and along certainly Apple finally joining the AI party with its uh, worldwide uh, developers conference, announcing the updates to Siri. Quite a long time coming. It's been long in the making and a lot of people have been concerned that Apple are slipping behind here, but they're slowly starting to catch up pace. And what Apple do have a tendency to do is they might not be first to something, but they're very good at perfecting it and making the actual consumer case for it. And I think the consumer case for AI has lagged a long way behind the business case for AI and I think a lot of tech firms are going to have to start making that consumer case better. And I believe Apple will be the ones to do that. And so we will see. Certainly the component costs of RAM has made a huge impact on the tech sector as well, meaning that prices are shooting up all over the shop and pretty much every tech essential in your home. So hopefully AI does have a benefit. Otherwise it's made your next toaster very expensive.

Speaker B: And flip phones and flip phones.

Speaker G: Flip phones are back. Ah, seemingly so at least Apple's got a flip phone coming out. Commodore ah, of all brands has returned with a old uh, dumb phone flip phone as it were where they kind of apps and tools aren't massively available to it. So if you are got a kind of hankering for naughty's nostalgia, it's a very good time to uh, get flipping your phone if that's the kind of thing you're into.

Speaker A: Brilliant.

Speaker B: Well thank you Josh. Thank you Grace for joining us. So this is your last podcast appearance before you head back to sunny Australia,

Speaker E: uh, which is sad, very sad, very sad. I'll be missing the Marketing week crew.

Speaker B: Any Australian listeners. Hit Grace up.

Speaker E: Hit me up.

Speaker B: LinkedIn before we lose you, let's talk about so you as I report over the last two years you've been covering media and agency relationships. What have been the big topics in your beat?

Speaker E: I think one of the biggest topics so far this year and it was a bit of last year as well, but around AI search. So brands showing up on LLMs like ChatGPT and Google's AI overviews, also like Chachi PT for example, has introduced advertising and I think it's only recently started in the uk, so that is definitely going to be something to watch for the coming months. WPP Media found that generative search and chatbot advertising revenues are projected to surpass $100 billion by 2030, which would make it the fastest advertising channel to reach this milestone. But in terms of AI search and just showing up organically, we've since it's been around now people kind of understanding what sort of works best. Kantar for example, says that brands that are meaningful tend to show up more, have higher visibility and be recommended more than those who aren't. And what they mean by meaningful brands are uh, brands that consumers feel emotionally connected to and believe meet their needs. For example, a good example like in this space are two skincare brands, La Roche, Posay and Cerave, which before Kantar's study a few months ago they didn't really show up in the top 100 brands. But recently because of LLM visibility they've now skyrocketed to the top highest ranking skincare brands in the category.

Speaker B: I mean obviously those two brands you mentioned there are both owned by L', Oreal, which have been investing a lot in AI, um, LLMs, digital data, all that thing. So it's, it's really interesting to see the obviously not immediate impact but a very clear knock on effect and turning that around quite quickly.

Speaker E: They both kind of show up in different ways. So La Roche Prosay has become like strongly associated with specific skin care needs and so lots of people kind of discuss them on Reddit and online forums. So that's where the LLMs are drawing them from. Where is Cerave has sort of built relevance through like more Internet culture and campaigns and discussion that way. So slightly different ways that they've showed up but like they've still kind of got there in the end.

Speaker B: Mhm, that's really interesting and I guess from a consumer perspective as well. Obviously when you've been writing about, let's go with the ChatGPT example, you know, introducing ads, I've started to get ads in ChatGPT. What's the consumer reaction or what are brands cautious about what they told you?

Speaker E: Probably the key concern is showing up in relevant spaces. You don't want your brand to be showing up in a conversation that is completely irrelevant. Brand safety concerns are probably also very Paramount at these early days of advertising on ChatGPT. And it is early days, they're still in experimental experimentation mode and there will be in coming months more measurement and reporting and ways to access it. I think it is also an avenue to sort of, I suppose level the playing field between smaller brands and bigger brands. Um, I think there are different variations of access points for different brands to get started with advertising on ChatGPT, so there are opportunities for a wide range of brands too.

Speaker B: Brilliant. And um, I would say looking into the next half of the year and you're reporting as I've asked everyone, but obviously you're abandoning us. However, what do you think we'll continue to see throughout 2026 in this space? Is it really going to grow, um, as much as it's been projected to or, you know, what's your take?

Speaker E: Yeah, I think we'll definitely see this continue being on like an upward trajectory as especially on the advertising posts point as that becomes more, more brands experiment with it and kind of learn and grow through that. And then in the like organic AI search, I think brands are now, you know, clocking on to what works best for them. They've some have like already built out dedicated teams or trialing internally about like what teams work best together and how they sort of show up in this next era, I suppose. And then I think we'll also see a lot of brands. I mean we always kind of, it's been buzzword for a while but like tapping into culture. But I think brands that show up in conversation, in online and in culture are going to be the ones that do succeed. So there, you know, might be more experimentation, more events and experimentation in that space too.

Speaker B: Mhm. Brilliant.

Speaker H: Brilliant.

Speaker B: Thanks Emily for coming on. So, as Our reporter covering B2B, what has the first half of this year looked like for you?

Speaker H: So a lot of my work this year has been focusing on how B2B buying behavior changes. We're now seeing a landscape where buyers already have a, uh, short list of vendors in mind before they start completing their own research. So now the task for B2B marketers is to get on that mental shortlist before buyers are in a position to make purchasing decision Nice.

Speaker B: And how, you know, if you can distill that down, how, how can you in that.

Speaker H: So a big part is how you sort of um, show up on LLMs. Platforms like Reddit are really having a moment because they are frequently cited by those types of AI chatbots as well as making sure you have good presence in things like press Releases, for example, is rapidly changing all the time because the algorithms of those LLMs are rapidly changing themselves. But it's all about brands having that organic engagement and um, building up a brand of their own so that they are already remembered before it comes down time for a buyer to make that decision.

Speaker B: Brilliant. And I suppose looking forward then to the next half of the year, uh, how do you think that's going to evolve? Are there any particular trends or anything you're excited to look more into as we progress through the year?

Speaker H: Uh, I think I'm looking forward to B2B brands investing in their brand itself more often and doing more interesting things. I think now more than ever there is much more pressure and uh, like demonstrable ROI for actually doing those types of activities and making sure that you show up in the right way. I think it's a really exciting time to be a B2B marketer specifically because now there is so much more focus and attention and effort.

Speaker B: Mhm. Um, and what about as you were talking then, sort of brought to mind, obviously, B2B marketers and the opportunity there. But also I suppose B2B creators, which we've seen kind of explode massively in, you know, the last six months and you know, last year as well. But you know, what's your take on that? How's that impacting everyone?

Speaker H: It's definitely become more a thing. I think we're moving from that phase of, um, you know, this is only just a thing and here's how you use it too. This is now an established part of B2B marketing strategy. Having that influence particularly that's more organic on platforms like LinkedIn for example, is invaluable. And brands are now learning to work with those creators in a way that really suits them in a manner that's kind of similar to B2C players.

Speaker B: Brilliant. And I was going to add you, Obviously you're a B2B reporter. You also cover luxury, which is supposed to quite different things. But there's been evolutions as well in the luxury market so far this year. What have you noticed? I know obviously there are a lot of brands working on turnarounds. Um, it's been a very like sort of suppressed market for a little while. What's sort of coming out so far this year?

Speaker H: So what we found is that we are now sort of on the back end of a luxury slowdown. People are starting to buy again, so the market is looking up a little bit, but slowly, um, people should remain cautious. I think what we've noticed is that brands are really looking to go back to, to their brand codes and what makes them unique. You know, luxury brands can no longer just bank on being known in that sort of chic and mysterious way that they were used to previously. They really have to invest in distinguishing themselves in a crowded market, particularly when people have less money to spend on a designer bag. I think a brand that are doing really well at the minute, a Burberry, they've really leaned on this sort of quirky Britishness and that has led to them, um, sort of increasing profits when even big players like LVMH and Kering are struggling to make the turnaround as fast.

Speaker B: Amazing. I mean, on a personal level, I've never been able to rely on being chic and mysterious, but it's an interesting.

Speaker H: No, neither.

Speaker B: Amazing. Well, thank you, um, Emily, for coming.

Speaker H: Um, on.

Speaker A: Thanks so much to Molly, Charlotte, Josh, Nev, Grace, Emma and Emily. And thanks so much for listening to the latest edition of the Marketing Week podcast. Please do subscribe on Apple, Spotify and Acast if you like what you've heard. And we'll be back with the next episode soon. Until then, goodbye.