Fusing performance predictors into products

Unlike the traditional relationship between product manufacturers and advertising agencies, performance predictors should not be bolted on to a product as an after thought.

Instead, performance predictors should be fused into the products before, or during, development. This will ensure greater alignment and authenticity between the product and associated marketing communications.

For example, if a restaurant wanted to use a celebrity chef to endorse the establishment, it be would be most effective to have that chef involved in the development of the actual menu (i.e. methods, ingredients, etc.) rather than just promoting the restaurant via marketing communications.

Similarly, rather than have the product development team develop the product and hand it to the marketing team to develp a risk-reversal guarantee, why not have the marketing team involved in the product development and the product development team involved in the development of the guarantee?

Consumers shouldn't be able to tell where the product ends and the performance predictors start.