Brands are quick to identify customer experience as an area of critical success for them. Yet too often those responsible for its delivery lack the authority or the experience to fully act in the interests of those customers.
Smart brand managers actively manage their brand portfolios for maximum collective and individual brand return. If you’ve recently re-assessed your brand portfolio and identified what appear to be one or a number of under-performers, there are a range of options you can pursue to fix that situation.
Some events, like the Olympics, Formula One and the FIFA World Cup, attract huge audiences. If you’re a smaller brand looking to change how you are perceived, is it a responsible action to bet everything you have on being seen there?
There’s some evidence to suggest that brands globally can expect to have shorter and shorter half lives. But do the same dynamics apply to digitally-based brands that have applied to the brands that were built “physically” in the past?
Often, when people in agencies talk about brand strategy, what they are meaning is the thinking that has led to the work they have been doing on the brand. That’s not brand strategy.
Coke’s new campaign direction feels like a push back towards product-focused advertising. The decision to move away from the more abstract concept of happiness towards a campaign that focuses much more specifically on the taste and the bottle begs the question: are marketers trying to be too clever? Have we forgotten that we’re here to sell?
There’s a lot of things that brands keep doing that can turn their value south. By way of a checklist, these are the things I see happening far too often.