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Understanding the root of MEGA Budgets

Updated
2 min read
Understanding the root of MEGA Budgets

$1,000,000,000/year on marketing campaigns?

One might wonder, why?

Take The Coca-Cola company for example. It was founded in 1892 and had struggled in sales in it's first few years. Today, The Coca-Cola Company spends $4,000,000,000 on average for their advertising, marketing, and promotions.

Why does it need to do that when it's already one of the leading drinks companies?

And you might be right, they don't need to, but there's a catch.

We have all been versed with Coca-Cola while we were growing up. Our Parents were all versed with Coca-Cola while they were growing up. Our grandparents were also well versed with the brand Coca-Cola while they were growing up.

See the common factor?

They leave an ever-lasting impact on you. How?

Imagine A Scenario:

You are 60 and you visit a local store to get some groceries for your Thanksgiving dinner, on the way you pass by a soda cooler or a refrigerator and there is this recognizable name on the bottle or soda can you see that you saw when you were 6. In that brief moment, a response is triggered in your brain and it takes you back to your childhood for a brief second.

It all happens so fast that sometimes we might not even realize it’s the power of marketing by that behemoth institution instilled in us. It's astonishing how our brains work but nevertheless, whether the 60-year-old ends up buying it or not for himself or his family is a different story, but there is a high probability that he will end up buying it.

This kind of brand presence just cannot be bought in a day.

That's the beauty of it.

Similarly, this extends to all industries, it could be a shoe store, candy store, or toy store…it all works the same.


The Ultimate goal is to establish Market Cap Dominance. So you've reached the top, how do you stay there?

Maintaining that just takes as much work as reaching there, but that's a topic for another day.

Have a nice day folks!


Thank you for your time.

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