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.
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?