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.
Pierre d’Huy’s commentary of the ubiquitous application, tailored to English speakers.
Is PowerPoint an aid to communication or destructive force in the art of rhetoric? This essay in French deconstructs the controversial Microsoft presentation program from the point of view of a mediologist, making references to works by Roland Barthes and Régis Debray to support its conclusions.
Many strategies built by organizations are ineffective. Organizations tend to build snapshots instead of harnessing momentum.
Places—countries, regions and cities—are increasingly developing strategies for brands. This is because they find themselves in competition with each other to retain and attract talented and creative people, innovative businesses, investors and consumers. The goal: offer valuable services and meaningful experiences to those they seek to influence.
In the world of Web 2·0, the process surrounding vision, research, exposition and image differ slightly, even if the ingredients of brand equity remain the same. Loose vision, informal research and tapping into consumer advocacy all play a critical role.
Organizations often experience failure, either because of a flawed vision, or a shortfall of values. How then do we align internal and external communications to create sustainable competitive advantage as a route to a strong brand reputation?
The Journal of the Medinge Group, vol. 1, no. 1, 2007 Ava Maria Hakim IBM Global Solutions, Business Transformation Outsourcing Microsoft Word version Thomas Watson, who helped grow one of the first truly global organizations, is quoted as saying ‘Good design is good business’. For the maverick of IBM, ‘Design must reflect the practical
An historically significant article written in 2004 examining the intellectual and semiotic underpinnings of brands with conscience. It is published with the permission of the estate of Colin Morley; his vision helped shaped Medinge’s yearly Brands with a Conscience awards, inspiring our yearly presentation to an NGO, named in his memory.
This paper argues that rather than relying on the abstraction of research to get close to the customer, brand managers should work at building genuine relationships with customers by opening up the boundaries of the organization