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.
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.