When revenue growth slows and expectations stay high, how should SMEs rethink their marketing plans for 2026?


Nizwani Shahar, CEO of Havas Malaysia, outlines practical frameworks for allocating limited budgets, balancing brand and performance, protecting margins, and making disciplined decisions when conditions tighten. We examine what to prioritise when cash flow is constrained, how to avoid destructive discounting, what minimum viable measurement really looks like, and what separates short-term survival from long-term resilience.

When revenue growth slows and expectations stay high, how should SMEs rethink their marketing plans for 2026? Nizwani Shahar, CEO of Havas Malaysia, outlines practical frameworks for allocating limited budgets, balancing brand and performance, protecting margins, and making disciplined decisions when conditions tighten. We examine what to prioritise when cash flow is constrained, how to avoid destructive discounting, what minimum viable measurement really looks like, and what separates short-term survival from long-term resilience.

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