Business
Lessons from High-Performing Campaigns You Need to Know
High-performing campaigns today aren’t just about visibility; they’re about measurable impact, relevance, and adaptability. With global digital ad spend surpassing $700 billion and dominating over 65% of total advertising, competition is intense, and only the smartest strategies cut through.
What separates top-performing brands is how they blend data, creativity, and customer understanding into cohesive campaigns.
Here are the key lessons modern brands are applying to stay ahead.
They Prioritise ROI Over Vanity Metrics
Modern campaigns are built around outcomes, not impressions. While likes and clicks still matter, brands now focus on conversion rates, revenue, and customer lifetime value. In fact, 83% of marketing leaders say demonstrating ROI is their top priority.
High-performing brands track performance across the full funnel, ensuring every campaign contributes to measurable growth rather than surface-level engagement.
They Combine Brand and Performance Marketing
The most effective campaigns no longer treat brand awareness and performance as separate efforts. Instead, they integrate both.
Recent data shows companies are rebalancing investments, with many increasing spend on brand building after over-focusing on short-term performance tactics.
The lesson is clear: campaigns that build recognition while driving conversions outperform those that chase quick wins alone.
They Invest Heavily in Content That Delivers Value
Content remains at the core of high-performing campaigns. Around 84% of organisations now have a content marketing strategy, and it continues to be a major driver of engagement and traffic.
What’s different today is the emphasis on quality and relevance. Successful brands are producing content that educates, entertains, or solves real problems, not just promotes products.
They Embrace AI to Scale Smarter
AI is no longer experimental; it’s foundational. Around 67% of marketers now use AI in content or SEO strategies, with 68% reporting improved ROI as a result.
High-performing campaigns use AI for:
- Audience targeting and segmentation
- Content ideation and optimisation
- Real-time performance adjustments
This allows brands to scale campaigns faster without sacrificing precision.
They Build Campaigns Around Personalisation
Generic messaging no longer works. Today’s audiences expect relevance at every touchpoint.
Leading brands use data to tailor messaging based on behaviour, preferences, and intent. This shift toward personalisation is a major driver of performance, especially in channels like email, where ROI can reach $36 for every $1 spent.
The takeaway is simple: the more tailored the experience, the stronger the results.
They Leverage Multiple Channels, Not Just One
High-performing campaigns don’t rely on a single platform. They operate across a mix of channels, including search, social, email, and video.
Organic search alone drives over 50% of website traffic, while social media and other channels play supporting roles in discovery and engagement.
Modern brands understand that success comes from channel synergy, not isolated tactics.
They Focus on Authenticity and Community
Audiences are becoming more sceptical of traditional advertising. Campaigns that feel overly polished or sales-driven often underperform.
Instead, brands are shifting toward authenticity, user-generated content, and community engagement. Many successful campaigns now rely on real voices and relatable storytelling to build trust and drive conversations.
They Use Video and Interactive Formats to Capture Attention
Attention is harder to earn than ever. That’s why 86% of businesses now use video as a key marketing tool, with most marketers considering it essential to their strategy.
High-performing campaigns go beyond static content by using:
- Short-form video
- Interactive experiences
- Live or real-time content
These formats increase engagement and keep audiences invested.
They Continuously Optimise, Not Set and Forget
The best campaigns are never static. They evolve based on data, testing, and performance insights.
Modern brands run ongoing A/B tests, refine messaging, and adjust targeting in real time. This continuous optimisation ensures campaigns improve over time rather than plateau.
They Work with Specialists to Maximise Performance
Behind many high-performing campaigns is a structured, expert-led approach. Brands are increasingly partnering with agencies and specialists to execute complex strategies effectively.
Working with experienced teams, such as neramarketing.co.uk, allows businesses to combine creative thinking with data-driven execution, ensuring campaigns are both innovative and results-focused.
Wrapping Up
High-performing campaigns aren’t built on a single tactic. They succeed because they combine strategy, creativity, and data into a cohesive approach.
Brands that prioritise ROI, embrace personalisation, leverage multiple channels, and continuously optimise their efforts are the ones seeing consistent results.
The difference today isn’t just what brands are doing, it’s how intentionally and intelligently they’re doing it.
Wells Fargo’s brokerage unit recruited another financial advisor team that oversaw $1.6 billion in client assets at UBS, adding to Wells Fargo’s string of recent hires. The team, called AGT Private Wealth Group, joined Wells Fargo in Frisco, Texas on Friday.
The company’s cost structure has been spiralling upwards, affected by input cost inflation and higher labour, logistics, and advertising expenses amid intense competition. The advertising and promotion spending rose 22% in FY26 compared with 18% increase in FY25. Though the company raised product prices recently, it may not be able to fully cover the incremental costs. In addition, promotional costs are expected to rise further in the current fiscal year given the company’s push on launching new models. The company, however, believes the cost pressure is transitory. It has iterated the medium-term guidance of 14-16% for operating margin before depreciation and amortisation (Ebitda margin). It reported a 30 basis point expansion in the margin at 14.7% margin for FY26.
AgenciesIt’s a Long road: Input cost inflation and higher labour, logistics, and ad expenses are denting margins, but co believes pressure will be transitory
The company’s electric vehicles (EV) division, despite its growing market share and long-term relevance, continues to operate at a lower margin than the core internal combustion engine (ICE) operations. Hero Moto is in the investment phase for EVs with heavy spending on product development, network expansion and capacity build up. On a positive side, its EV losses are gradually narrowing on a per-unit basis as volumes scale up, costs moderate and benefits from incentive schemes increase, though the segment is still some distance away from turning profitable.
On demand front, Hero Moto enters FY27 on a firm footing, extending the recovery seen in the second half of the previous year. It expects the two-wheeler industry to grow at high single-digit in FY27, with scooters growing faster than motorcycles, aided by structural trends such as urbanisation, e-commerce and the gig economy. Hero MotoCorp expects to outperform the industry, supported by a strong pipeline of launches across scooters, premium motorcycles and EVs.
The feud has fuelled a costly showdown between two tech titans.
Agencies Easing Volatility
This “has been hanging like a sword over markets,” said Iyer.
The NSE Nifty 50 advanced 1.2%, or 298.15 points, to close at 24,330.95, while the S&P BSE Sensex climbed 1.2%, or 940.73 points, to 77,958.52.
Brent crude futures dropped to around $100.7 a barrel, after holding above the $100 level for nearly two weeks, with the US and Iran said to be closing in on an agreement to end the war in the Gulf. US President Donald Trump, however, warned that if Iran doesn’t agree to US demands, bombing will resume at a “higher level and intensity.”
The fall in oil prices boosted global sentiment.
South Korea surged 6.5%, while China and Hong Kong rose 1.2% each. Taiwan added 0.9% and Japan gained 0.4%.
Iyer said oil prices remain pivotal and a sustained move below the $100-a-barrel mark could extend the rally, while failure to do so may keep markets range-bound.
Back home, volatility eased. The India VIX dropped 6.9% to 16.7, closing below 17 for the first time since the onset of the conflict, signalling lower near-term risk expectations. The rebound on Wednesday helped shrug off the recent lethargy.
“Nifty was struggling to sustain at higher levels in the past eight sessions and the rebound in Wednesday’s session pushed it above a cluster of averages at 24,000 levels, and the index surpassed 24,300 levels,” said Nilesh Jain, vice president, head of technical and derivative research, Centrum Finverse.
Jain expects the index to move toward 24,500-24,600 levels in the near term, supported by follow-through buying, with dips likely to be bought.
OECD sees fragile New Zealand recovery; warns on energy, ageing and capital-market gaps
Former New York Yankee and Hall of Fame closer Mariano Rivera said he believes Major League Baseball should adopt a salary cap in its next collective bargaining agreement.
“Yes, there should be one, because it has to be fair to everybody,” Rivera said during a Latinos in Sports event in Miami on Friday. “It makes the competition better.”
The MLB collective bargaining agreement, or CBA, expires at the end of this season, setting up negotiations between the league and its players. Talks are expected to begin in the coming weeks.
It’s notable for a player — even a retired one, like Rivera — to publicly support a salary cap. Rivera, himself, made about $170 million over his 19-year career, according to Baseball-Reference.com.
Former New York Yankee closer Mariano Rivera.
Getty Images
MLB is the only major U.S. league without a salary cap. The delta between teams that spend the most and those that spend the least has grown in recent years as the New York Mets, Los Angeles Dodgers and the Yankees, among others, continue to expand payroll.
A record 11 teams opened the season with payrolls of at least $200 million, according to a USA Today analysis.
Rivera said any salary cap should include provisions that the teams that spend the least also invest in improving competition in some other way. MLB currently has a revenue sharing program that distributes local media money equally to all 30 teams.
“If I’m giving you money — from my pocket to you — to make the team better, I believe you should do that and not pocket it,” Rivera said.
Subscribe to the CNBC Sport podcast to listen to the full interview with Mariano Rivera. New episodes drop Thursday at 6 a.m. ET.
The 10 lowest-spending teams in MLB have increased their payrolls by just 1.7% annually on average since 2019, according to the Wall Street Journal. This has led many to believe that the fix for an uneven league isn’t a salary cap, but rather a salary floor that would force small-market teams to spend.
The MLB Players Association has long fought a cap in an effort to maximize player salaries, including during a 1994-95 strike.
But current MLB rules allow for massive variation in team spending. And there have been a number of studies supporting a correlation between spending and winning.
“We have a significant segment of our fans that have been vocal about the issue of competitive balance,” MLB commissioner Rob Manfred said earlier this year. “And in general, we try to pay attention to our fans.”
There have also been credible studies that say the competitive balance issues in MLB aren’t worse than in any other sport. In the past 10 MLB seasons, there have been seven different World Series winners, 13 different teams have reached the World Series and 18 teams have advanced to the semifinals. Those figures suggest a league that has better competitive balance than the NBA, NFL or NHL.
Operator
Ladies and gentlemen, thank you for joining us, and welcome to the DoorDash Q1 2026 Earnings Call. [Operator Instructions]
I will now hand the call over to Weston Twigg. Weston, please go ahead.
Weston Twigg
Vice President of Finance & Investor Relations
All right. Thank you, Elizabeth. Good afternoon, everyone, and thanks for joining us for our Q1 ’26 earnings call. I’m pleased to be joined today by Co-Founder, Chair, and CEO, Tony Xu; and CFO, Ravi Inukonda. We’ll be making forward-looking statements during today’s call, including, without limitation, our expectations for our business, financial position, operating performance, profitability, our guidance, strategies, capital allocation approach and the broader economic environment.
Forward-looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those described. Many of these uncertainties are described in our SEC filings, including our most recent Form 10-K and 10-Q. You should not rely on our forward-looking statements as predictions of future events or performance. We disclaim any obligation to update any forward-looking statements, except as required by law.
During this call, we will discuss certain
From Tuesday’s life-time closing low of 95.28 to a dollar, the rupee advanced to 94.61/$ at close Wednesday, climbing to reflect the broader relief expected from lower automotive fuel prices in a country that is import-dependent for four-fifths of its energy needs.
To be sure, the rupee traded below 95/$ for the first half of the session, and later gained toward 94.60/$ after US President Donald Trump signalled a thaw in talks. The currency traded between 94.55/$ and 95.19/$ during the day.
“The rupee was near 95/$ for a long time before gaining. If the current stance on war were to persist and if there are no contradicting statements from Iran, we may see further gains towards 94/$,” said Anil Bhansali, head of treasury at Finrex Treasury Advisors.
The rupee logged its sharpest single-day gain since April 2, when regulatory measures by the central bank drove a rebound from record low levels, according to Reuters.
Bhansali expects the rupee to trade between the range of 94.25 and 95 on Thursday.
The level of 94.55/$ also triggered importer dollar demand, traders said.
Business
Many BOJ board members saw need to raise rates if Iran war prolongs energy shock, minutes show
Many BOJ board members saw need to raise rates if Iran war prolongs energy shock, minutes show
A screen displays the logo and trading information for CVS at the New York Stock Exchange, March 24, 2026.
Jeenah Moon | Reuters
CVS Health on Wednesday blew past first-quarter earnings and revenue estimates and raised its 2026 guidance, as its once-troubled insurance business showed improvement.
CVS, which operates the nation’s largest pharmacy chain, sees full-year profit coming in between $7.30 and $7.50 per share. That’s up from a previous guidance of $7 to $7.20 per share.
The company also expects revenue of at least $405 billion in 2026, up from its prior outlook of at least $400 billion.
The majority of that $5 billion increase is “reflective of the tail winds we’re seeing” for insurer Aetna, CVS CFO Brian Newman said in an interview with CNBC.
All of the healthcare giant’s business segments — insurance, its retail pharmacy and health services unit —surpassed Wall Street’s revenue expectations. But Aetna’s results are likely top of mind for investors, who have watched high medical costs batter major health insurers for the last two years.
The results indicated continued progress in CVS’ broader turnaround plan, which has involved cutting $2 billion in costs, closing underperforming stores, shuffling leadership and reducing costs within privately run Medicare Advantage plans.
“From an investor lens, we said let’s put out realistic, reasonable targets and then find pathways to outperform. And we did that throughout at the end of last year and the quarter,” Newman said. “So to beat and raise, which I think is probably the fourth or fifth consecutive, it feels like we’re delivering on that.”
“So confident in the year, but still taking a cautious or prudent view,” he added, noting that medical costs are still too high.
Shares of CVS rose more than 7% on Wednesday.
Here’s what CVS reported for the first quarter compared with what Wall Street was expecting, based on a survey of analysts by LSEG:
- Earnings per share: $2.57 adjusted vs. $2.20 expected
- Revenue: $100.43 billion vs. $95.09 billion expected
The company posted net income of $2.94 billion, or $2.30 per share, for the first quarter. That compares with net income of $1.78 billion, or $1.41 per share, for the same period a year ago.
Excluding certain items, such as restructuring charges and capital losses, adjusted earnings were $2.57 per share for the quarter.
CVS booked sales of $100.43 billion for the first quarter, up 6.2% from the same period a year ago, as all three of its business segments showed growth.
CVS’ report also adds to an overall solid first quarter for the broader health insurance sector, though the second quarter will prove even more crucial for those companies as they get a clearer read on medical costs.
Insurance unit shows improvement
The insurance business brought in $35.97 billion in revenue during the quarter, up around 3% from the first quarter of 2025. That came in higher than the $33.28 billion that analysts were expecting, according to StreetAccount.
Newman attributed the quarter’s performance to Aetna’s underlying strength, citing organizational changes to processes or technology that have enabled the company to “do things more efficiently.”
Aetna and other insurers have grappled with higher-than-expected medical costs over the past year as more Medicare Advantage patients return to hospitals for procedures they delayed during the pandemic. Medical costs remain high, but Aetna and other insurers appear to be becoming better equipped to manage the trend, as many cut membership and benefits for patients and exit unprofitable markets.
The insurance segment’s medical benefit ratio — a measure of total medical expenses paid relative to premiums collected — decreased from the prior year to 84.6% from 87.3%. A lower ratio typically indicates that a company collected more in premiums than it paid out in benefits, resulting in higher profitability.
Analysts expected a ratio of 86.3%, according to StreetAccount.
Newman said medical costs are not improving, but CVS has internal programs to “take cost out of the way we do work.” He noted that the company can better forecast medical cost trends, saying he is happy “we’re not getting a lot of surprises.”
But Newman said CVS now needs to focus on using the same tools to reduce medical costs.
In a release, CVS also said the year-over-year improvement in the unit was due to the lack of a so-called premium deficiency reserve, which was recorded in the same period in 2025. That refers to a liability that an insurer may need to cover if future premiums are not enough to pay for anticipated claims and expenses.
CVS’ pharmacy and consumer wellness division posted $31.99 billion in sales for the first quarter, relatively flat from the year-ago period. Analysts expected sales of $31.70 billion, StreetAccount estimates said.
That unit dispenses prescriptions in CVS’ more than 9,000 retail pharmacies and provides other services, such as vaccinations and diagnostic testing.
The company’s health services segment generated $48.24 billion in revenue for the quarter, up 11% from the same period a year earlier.
That unit includes the pharmacy benefits manager Caremark, which negotiates drug discounts with manufacturers on behalf of insurance plans, creates lists of medications, or formularies, that are covered by insurance, and reimburses pharmacies for prescriptions.
Understanding This Will Change Your Financial Future
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