The “Always On” Strategy: Communicating Continuously to Create Value

by Dr. Georges Najm

In a world where visibility—and therefore awareness, image, and reputation—is measured by the second, a brand’s silence amounts to absence. And this absence is never neutral: it may signal a lack of strategic vision, an inability to keep pace with modern marketing dynamics, or even a form of timidity inherited from decades of overly cautious communication practices.

The so-called “Always On” strategy—literally meaning communication that never switches off—has now established itself as a major driver of value creation. Far from being a passing social media trend, it is grounded in rigorous scientific research, notably published in the highly respected Journal of Marketing. A study demonstrates that the frequency and continuity of digital—and especially social—communication have a direct impact on companies’ financial performance. This represents a genuine academic shockwave for the business world: scholarly research now confirms what practitioners had long intuited—when communication is continuous, it creates value.

From Presence to Performance

A landmark study by Lacka, Boyd, Ibikunle, and Kannan (2022) examined the digital activities of major U.S. corporations. Their conclusions are unequivocal: brands that publish regularly—sometimes several times a day, in a fully “Always On” mode—experience a significant increase in stock market valuation and perceived financial stability. This dynamic reduces what researchers call information asymmetry, making the brand more legible, more predictable, and therefore more trustworthy. The link between visibility and performance thus goes well beyond simple awareness. In the attention economy, trust is built through continuity.

When Politics Inspires Marketing

This approach was embodied—probably without any theoretical intent—by Donald Trump. During his campaigns, he adopted an intensive “Always On” tweeting strategy, at times posting nearly once an hour. Critics were quick to denounce what they called a “tweeting frenzy”; yet it was precisely this constant digital omnipresence that allowed him to bypass traditional media gatekeeping, impose his own agenda, and shape public perception in real time. By contrast, Kamala Harris, advised to remain “measured and proper,” became trapped in a form of strategic silence that proved fatal. The result: Trump reclaimed the White House in a victory as unexpected as it was instructive. The marketing lesson is clear: whoever occupies the narrative space wins the battle of perception.

The Brand as a Living Organism

Kumar et al. (2016) showed that firm-generated content (FGC)—content produced directly by the brand, as opposed to user-generated content (UGC) created by its audience—strengthens loyalty and preference, provided it is delivered consistently and coherently.

In other words, a brand that speaks regularly nurtures the relationship, reinforces its legitimacy, and inspires loyalty. Meire et al. (2019) extended this insight by demonstrating that content performance depends as much on regularity as on relevance. Brands that maintain a steady rhythm, even throughmicro-content, remain mentally present—a phenomenon known as top-of-mind salience.

Reputation in Real Time

Rust et al. (2021) remind us that reputation is no longer built slowly over time; it is now an instantaneous dynamic. Just a few days of inactivity can create an informational vacuum, quickly filled by other actors. Conversely, an “Always On” brand—constantly seen and heard—establishes a form of structural presence that is almost indelible.

The Case of Banks, Luxury, and “Quiet Brands”

Long known for their discretion, pioneering and historic financial institutions such as American Express, JPMorgan, BNP Paribas, and HSBC have eventually embraced continuous publication strategies. Their objective is no longer simply to “communicate” in the traditional sense, but to animate the relationship: to reassure, inform, and humanize.

The same shift can be observed in the luxury industry. Hermès, Louis Vuitton, Cartier, and Chanel—after decades of institutional silence—now publish several times a week. This movement also extends to so-called “quiet brands”: Heckler & Koch and Beretta (defense), Lockheed Martin and Airbus (aerospace and defense), Samsonite (travel), Victorinox (cutlery), Montblanc (writing instruments), Maserati (luxury automobiles), Rolex (high-end watchmaking), as well as Asian multi-industry conglomerates such as Yamaha, Mitsubishi, and Hyundai. Even emerging Chinese automotive manufacturers like BYD and Jetour have adopted this approach—not as a matter of fashion, but because digital conversation has become a core instrument of brand governance.

Toward a Culture of Continuous Communication

Adopting an “Always On” strategy means rejecting the fear of frequency. It is not about “over-communicating”; it is about refusing to disappear. This requires agile digital and editorial organization, a controlled and coherent voice, and the ability to orchestrate multiple registers: institutional, human, emotional, and heritage-driven. Ultimately, the question is no longer “Should we publish?” but rather: “Can we afford to remain silent?”

* Georges Najm

• Doctor of Business Administration; Lecturer at EM Normandie and EM Strasbourg (France) and USEK (Lebanon); Founder and President, Noise PR Firm (Paris – Beirut)

• This article was originally written in French by the author and first published in L’Orient-Le Jour, in the “Courrier des lecteurs” section.