What’s the first thing that comes to mind when you hear the names Bill Gates, Oprah Winfrey, Donald Trump and Richard Branson? I’m guessing you’ll say they are all rich, famous or perhaps even industry icons. While it’s true that they all enjoy wealth, fame and success, the most important element they have in common, […]
Many departments within a corporation will argue the need for accountability in marketing, but none steps forward to take ownership of how to account for brand equity.
The idea of putting the corporate brand on the balance sheet is an audacious proposition. One that can revolutionize marketing, change the role of everyone responsible for the health of brands, and make the US more competitive in the world.
A brand crisis can take many forms, which can linger differing lengths of time depending on the survivability of the brand. Every corporate brand crisis is unique; each has a starting point when the CEO becomes responsible for the survival of the company.
Innovation is generally a good thing. Without it, new products and services would not be possible. Innovation has pushed design to higher levels and resulted in making life better, more convenient, safer. It continually adds value to branded products.
How about this for a paradox: cutting packaging down to size will only increase its importance in promoting the brand. The old adage: “Less is More” is true, after all.
Let’s cast a critical eye over our brands and packaging and ask ourselves a fundamental question: what we can do to make and keep them sticky with our targeted consumer?
I’ve kept track of the 8 biggest branding mistakes business make. I share them here so you can do the opposite of these errors and develop a Purposeful, Original and Profitable brand that gets you noticed . . . for all the right reasons.
It is incumbent on all of us to remember that packaging is our last and most formidable communication to the customer as they stand in front of the retail shelf – it had better be our most meaningful and our best.
Corporate marketing executives are beginning to understand that trying to market their unique selling proposition (USP), or point of brand differentiation, on innovations built into products or services, as they have in the past, simply isn’t an effective strategy anymore.