This paper challenges ideas about resistance to change and by implication, the traditional model of brand building which suggests the dominance of the organisation in controlling a brand. In its place we will stress the value of movement and difference – both of which are inherent in people’s relationships with brands
Coping with translucency; preparing for transparency' provides analysis and future insight for brand owners adapting to the world of social communications.
Harris introduces the technique he calls a visual Mind-Map via a supporting audio file. This alternative to the conventional PowerPoint presentation allows all the key points of a talk to coexist on a single page, and personalizes the process. Harris says he sometimes begins with a blank page, filling it in with participants in an interactive scenario.
Ultimately, change is simply what happens to us all, all of the time. The lesson is not in the amount of change we can handle, but in the way we manage that change.
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.
The author, a town planner and place and destination brand practitioner, discusses the challenges of creating place brand strategies for completely new types of urban development using the example of the emergence of places that combine retail, leisure, entertainment, sports, cultural and heritage facilities to a greater extent than has been seen hitherto.
The author challenges the myths of leadership definitions, and puts forward research on leadership that works, requiring the support of legends, communication and role-modelling.
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 real power and opportunity for using stories in organizations is in listening to stories, helping others to create their own authentic stories and making sense of the stories told.