By Keri Vermaak, Infotools
(Image courtesy of Infotools)
By the time the Super Bowl ends, the analysis has already begun. Within hours, commentators, agencies and research firms are ranking advertisements, debating creative choices and declaring winners and losers. In many ways, it can feel as though everything that could be said about Super Bowl advertising has already been said. And yet, beneath the annual cycle of breakdowns and commentary, there is a quieter lesson worth revisiting. Every year, even those of us who do not follow football closely find ourselves tuning in. Sometimes it is for the halftime show. Often it is for the advertising. Brands invest extraordinary sums for a single placement, and the cultural conversation that follows can stretch for days. Behind that spectacle sits something far less visible but far more consequential: preparation.
High visibility magnifies what was already there
In the days following the game, I found myself reading several expert analyses of the advertising, including the Top Ten picks from Ipsos. (They included one of my favorite ads of the year, a funny take on prostate cancer screening from pharmaceutical company, Novartis). Alongside these thoughtful breakdowns, industry awards recognize achievements in brand asset use, emotional impact and activation strength, reinforcing a long-standing principle: creative excellence delivers its strongest results when it is supported by evidence.
The public conversation may focus on humor or storytelling, yet the underlying question is more strategic. Did the work connect with the intended audience in a way that strengthens the brand and advances business goals? That question applies well beyond a single Sunday in February.
Today’s marketing environment operates at a continuous pace. Campaigns, sponsorships and product launches unfold in rapid succession, all while organizations generate vast amounts of data through trackers, campaign measurement and customer experience studies. The challenge is turning all that information into aligned action. I have long believed that research creates value only when it informs a decision. Until then, it remains potential.
From handover to shared discovery
One persistent habit in our industry is treating insights as a delivery. A study concludes, a presentation is shared and the organization hopes the key messages resonate. In practice, insight becomes more powerful when stakeholders participate in discovering it. When teams can explore trends over time, compare segments or examine performance shifts for themselves, the findings become tangible. They are no longer static conclusions but evidence the business has engaged with directly.
Enabling that shift requires more than good intentions. It depends on systems and processes that reduce friction and support exploration. In my experience, organizations that consistently translate insight into action tend to focus on a few fundamentals:
- A harmonized data foundation that creates a single, trusted view across markets and waves
- Clear, consistent protocols that allow results to be compared confidently over time
- Tools that surface meaningful patterns quickly, without requiring advanced technical skills
- Space for analysts to focus on interpretation and strategic guidance rather than repetitive reporting tasks
Many global organizations have addressed this challenge by bringing their tracking and performance data into unified environments, which support consistent reporting standards and shared visibility across teams. The real benefit in these approaches lies less in the technology itself and more in what it enables: alignment, accessibility and the ability for insight teams to operate strategically rather than administratively. When these elements are in place, insight teams move from data providers to strategic partners, something that’s been a hot topic across the industry.
Confidence under pressure
The Super Bowl analogy resonates because of the pressure involved. A single campaign can reinforce brand equity for years or become a cautionary tale by Monday morning. Most organizations face their own versions of that pressure, whether tied to a global rebrand, a retail reset or a major sponsorship. Leadership seeks assurance that the investment reflects audience realities and competitive dynamics.
Confidence under pressure is rarely the result of a last-minute analysis. It grows from infrastructure that allows teams to see clearly, question intelligently and act decisively. Within Ipsos’ broader ecosystem, we see repeatedly that when insight systems are aligned and accessible, creative ambition and business strategy become more tightly connected. The spectacle may last thirty seconds. The insight system behind it determines whether that moment delivers lasting value.
For organizations seeking stronger outcomes, the priority is building an environment where insight is understood, explored and applied. When that environment exists, high-stakes moments become opportunities rather than risks.
Keri Vermaak
About the Author
Keri’s role as a Regional Engagement Director at Infotools involves managing resources and team members to ensure effective engagement during all phases of the Infotools’ Harmoni project implementation lifecycle; from inception and design, to client on-boarding and support, she is skilled at efficiently running projects to ensure client satisfaction. Based in Atlanta, Georgia, she has spent 30 years helping brands improve customer outcomes with data analytic platforms. Keri also has significant experience working with some of the biggest brands in the world, helping them navigate complexities surrounding multi-market research programs.