ConceptLAW
Mental availability
brand salience
Mental availability is the probability that a buyer thinks of your brand when a buying situation arises. It differs from brand awareness: the question is not whether people recognise the brand when prompted, but whether the brand comes to mind unaided in a relevant situation. Brands grow mainly by surfacing as an option in more buying situations for more people, which makes mental availability, together with physical availability, one of the two structural growth levers identified by marketing science. It is built through consistent visibility, recognisable brand assets and by linking the brand to as many relevant entry points into the category as possible.
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A1-01 What Makes a Marketing Law a Lawstill locked
A1-11 The Ehrenberg-Bass Playbook, Appliedstill locked
A1-12 Penetration AND Loyalty — The Synthesisstill locked
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A2-02 The Long and the Short of It: The Evidencestill locked
A2-03 Fame, Emotion and Activationstill locked
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A2-08 Distinctive Assets in the Creative Workstill locked
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A3-03 ESOV as the Planning Anchorstill locked
A3-05 Channel Synergy and the Multiplierstill locked
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A5-03 The 95-5 Rule — a Framework, Not a Censusstill locked
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A6-05 Do Sharp's Laws Cross Borders?still locked
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A6-07 Cultural Execution, Strategic Consistencystill locked
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A7-05 Category Entry Points for New Productsstill locked
A7-07 Product-Led Growth — An Honest Appraisalstill locked
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A9-01 This Lecture Ages While You Read Itstill locked
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A10-02 Blue Ocean Strategy: The Thinking Toolstill locked
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F1-03 Marketing vs. Sales vs. Communications§ 1. Three Functions, Three Jobs
F1-06 What Marketers Actually Do§ 2. The CMO: The Most Fragile C-Suite Role
F1-07 The Seven Misconceptions About Marketing§ Misconception 1: "Loyalty is More Profitable Than Acquisition"
F1-08 Integration: the marketer§ 4. Applying Both/And: A Worked Example
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F2-02 System 1 and System 2still locked
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F2-10 Habit, Loyalty, and Repeat Purchasestill locked
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F3-01 What Market Research Actually Is§ Part 3: The Research Process
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F4-01 The STP Framework — Leader or Challenger, Not the Same Game§ The prior question: leader or challenger?
F4-03 Targeting — The Great Mass vs Niche Debatestill locked
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F5-09 Brand Architecture & Portfolio Strategystill locked
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F7-03 The Long and the Short of Itstill locked
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F8-01 What Digital Marketing Actually Is§ The Ritson Argument: Digital is a Channel Set
F8-02 The Fundamentals Still Applystill locked
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F9-01 Marketing finance — pricing as the lever, MROI as the instrument§ Hanssens's MROI as the correct measurement frame
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F11-01 What Marketing Ethics Actually Is§ The evidence: regulation, trust, and the long-term effects of lying
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F12-03 The Strategic Plan vs the Annual Planstill locked
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M1-02 FMCG — The Evidence Heartlandstill locked
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M1-08 Double Jeopardy in Banking and Insurancestill locked
M1-12 Being Remembered Between Purchasesstill locked
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M3-06 Portfolio as Order of Battle — flankers, fighters and architecture against competitorsstill locked
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M4-09 Dashboards — Accelerator and Trapstill locked
Sources
- Byron Sharp (2010)
- Jenni Romaniuk & Byron Sharp (2022)
Machine-written definition; editorial curation in progress.