The marketing industry’s echo chamber: time to tune into the real world

It’s tempting to blame the market when a strategy fails. And many commentators – and I have to admit some of our own columnists – have implied that Kamala Harris’s defeat is down to an electorate that is irredeemably sexist or racist. This narrative not only oversimplifies the complex motivations of voters but also absolves the industry from scrutinizing its own missteps.

Marketing’s foundational principle is to understand consumers – not to lecture them or dismiss their choices as misguided. The election results suggest that many Americans felt unheard on critical issues such as the economy, immigration and personal freedoms. Yet, instead of addressing these concerns head-on, the Harris campaign – and by extension, much of the marketing supporting it – focused on cultural and identity politics.

Consider the ill-conceived anti-Trump ads that portrayed voters as lacking agency or being coerced by overbearing spouses. One particularly tone-deaf commercial featured a woman defying her husband’s demands to vote for Trump, implying that female voters are oppressed and incapable of independent thought. Such messaging is not just patronizing; it alienates the very audience it aims to engage.

The problem with a failed campaign is never the market; it’s usually a misunderstanding of it. And the Harris campaign is no exception. By residing within its own echo chambers, it failed to appreciate the diverse perspectives that exist within demographic groups. Not all women share the same views on abortion rights, and not all working-class voters prioritize the same issues. Any campaign must reflect the complexity of its target audience if it has any chance of success.

Broadly speaking, the marketing industry’s role isn’t to mold consumers into what we think they should be. It’s to meet them where they are, understand their needs and desires and communicate in ways that are meaningful to them. When we overlook this, we not only fail in our campaigns but also contribute to the growing divide between brands and their audiences.

If we truly aspire to drive change and make an impact, we must first remove our blinkers. It’s time to step outside our comfort zones, challenge our assumptions and genuinely listen to the market. Only then can we craft strategies that not only succeed but also bridge gaps in understanding and do decent jobs for the clients we represent.

In the end, the onus is on us. For marketing to change the world, it first has to genuinely understand it.