The surprising contrast that has emerged from the latest national survey of 164 Australian CEOs and business leaders is that while leadership overwhelmingly agrees that branding is a major asset, very few of them put real, strategic money into it. According to a survey by brand consultancy Tiny Hunter, there is a disconnect between belief and execution-a gap that could undermine long-term value creation.
The Paradox of Branding Belief
The report shows that 81% of the respondents consider branding as a driver of competitive advantage, while 76% regard their brand as a critical business asset.
These are strong beliefs-but the behavior of most companies does not reflect them.
Amazingly, only 16% of CEOs say they will increase investment in their brand over the next three years.
For many companies, branding is done out of reaction rather than strategy, based on what time, resources, or short-term budgets allow, not based on a long-term plan.
The survey also reveals that ongoing brand management is rare. Only 29% of the companies conduct structured, regular brand reviews.
Instead, most revisit their branding at certain milestones 36% or on a campaign‑by‑campaign basis 27%.
This suggests that for many, brand is still treated as a “one-off” project, rather than a continuous strategic system.
Moreover, only just over a half of the leaders believe their brand is consistent across all customer touchpoints.
Meanwhile, a concerning 40% either are not sure or disagree outright that their brand clearly differentiates them in the market.
Small Businesses Are the Most Vulnerable
The gap is even more pronounced among smaller firms: 97% of leaders of businesses earning less than AUD 3 million annually acknowledge the importance of brand; however, only 18% have a comprehensive strategy in place for brand.
To them, branding often remains a vague concept rather than an organized asset.
Culture, Talent & AI: Underutilized Potential
Brand isn’t just external-it should inform how an organization works internally too. Yet just 29% of the businesses surveyed formally weave their brand into an Employer Value Proposition (EVP).
Although 82% of leaders agree that employee experience influences customer experience, only a third (32%) are investing in it strategically.
Brand work also increasingly involves the use of artificial intelligence, or AI: 16% of CEOs say they are currently using AI in branding, while another 55% are considering doing so in the future.
However, 13% believe brand is a discipline that remains strictly led by humans, while another 17% are unsure how to effectively deploy AI for brand building.
Measuring Returns — When It Happens
Of the minority that actually measure brand ROI, the benefits reported are impressive: 34% report increased brand awareness, 32% higher customer loyalty, 29% better customer acquisition and retention, 23% improved employee attraction/retention, and 18% greater pricing power.
But this measurement culture is not yet widespread, which suggests many companies are flying blind when it comes to quantifying their brand investments.
Why the Disconnect?
Jodie de Vries, founder of Tiny Hunter and author of the report, sums up the problem thus:
“Belief in brands has never been higher, but belief alone does not build value. Structure does.”
IT Brief Australia She says that too many organizations still approach brand initiatives like marketing projects: discretionary, campaign-based, and unconnected to core strategy. This leaves a lot of value on the table, as brand has the potential to do more than just support commercial performance; it can also shape company culture and long-term value. The Way Forward Such a belief-execution gap requires a shift in Australian businesses: Embed brand thinking in business systems. Companies should incorporate brand review and investment into their regular strategic planning and treat it as seriously as finance or operations. Connect brand to culture: Through EVP alignment with brand promise, the CEOs will be able to use brand to reinforce employee experience and, in turn, improve customer experience.
Leverage AI more strategically: With growing openness to AI, companies should pilot more brand-related AI initiatives, but also pair them with frameworks and training so that adoption is meaningful. Measure brand ROI. Even basic metrics around awareness, loyalty, or employee engagement will help justify the investment in a brand and drive accountability. Conclusion Australian CEOs clearly believe in the power of branding-but their actions suggest they are underinvesting in it. With market competition increasing and as AI becomes more important, now is time for leaders to move from branding as a campaign to branding as a system. Without that transformation, they risk leaving enduring value on the table.
