Category Archives: strategy

The authors look at our times and wonder whether the world is on the brink of a second Belle Époque, a new era of humanistic thought and progress.

The author, who has worked on the internet since 1990, and used social networks such as Facebook and Twitter soon after their inception, looks at how these new media can impact on branding strategies and transparency.

This story about political transmission is excerpted from a forthcoming book of parables by Stanley Moss and Pierre d’Huy, entitled Legacy and Power, to be published in 2012.

This article was previously published as a chapter in the book Leadership Talks (2010), edited by De Baak Management Centre in the Netherlands. It proposes that there is no future for any organization without a conscious leadership.

Happiness is an illusory ideal which is neither the basis for working in an organization nor for managing it. It is more about the quest to find meaning in our lives and to attain a sense of fulfilment.

For many, CSR has been seen as a sticking plaster that could heal a company’s reputation and improve its appeal. How can we make CSR a core idea inside companies?

In 1931 a young P&G executive wrote a document which proved crucial to the formation of ideas about contemporary brand management. But attitudes about branding have since grown up around the memo’s opportunistic policies. This article deconstructs McElroy’s directives, reassessing our perspectives on how brands need to be viewed in today’s post-globalisation strategic universe.

Detroit has not ever used a brand orientation in its automakers’ marketing strategies, and it talks of trimming brands and numbers to allow it to compete. The author believes in being more focused on brands and not losing economies of scale, and building more of what consumers want. The tools are there, such as consumer-targeted blogs, but manufacturers need to use them.

This article introduces the argument that Swedish brands have moved beyond other countries’ positions on sustainability.

The argument of this paper is a simple one: creating value for customers is an organization-wide responsibility. The author reconsiders the market orientation papers of Narver and Slater and Kohli and Jaworski and introduces the concept of Participatory Market Orientation.

This paper tries to answer critical questions by describing the criteria and factors that contribute to successful place branding. By assessing the place, the players and the plans they make, it is possible to predict the likely success of a place branding initiative.

The rules are different for chartered bodies. Not the fundamentals of brand strategy, clearly, but the processes and procedures of development and execution, as the author reveals.

This paper considers the importance of employees in the process of building customer experience. It states that internal investment is rewarded with consistent, quality customer exchanges. Brand values are presented as the currency to measure the worth of exchanges between organizations and their customers. The paper concludes by presenting a case study of the mobile operator, Orange, during the period 1994–2003.

Many strategies built by organizations are ineffective. Organizations tend to build snapshots instead of harnessing momentum.