We hear a lot about the effects that technology and developments like AI will have on jobs and workforces. But powerful forces already operate in markets to actively undermine value and drive out distinctiveness. It’s one thing to know that. It’s quite another to develop a differentiation strategy capable of stopping it.
Branding is competitive. It’s about staking out the right to earn over others. So it requires a strong and competitive strategy. But when that competitive streak becomes obsessive, brands lose objectivity and that can cost them dearly.
You’ve worked hard to build your competitive positioning. Here’s what you should do in response to an aggressive competitor – and why.
The temptation for most businesses and indeed most brand managers is to look for growth right across their brand portfolio. Their strategy is developed on that basis. But that’s far harder and far less effective than it sounds.
Have we become so pre-occupied with the niceties of brand that we’ve forgotten the reason they exist? Where’s the link to sales?
Everybody wants to believe they work for brands that are among the best. But just as marketers are in the business of telling others stories, they also tell themselves stories about the brands they work for. And some of those myths are just not good.
Some searching questions, by way of a guide, for the leaders of companies expecting to build lucrative brands in the years ahead.
It’s not always easy to spot that your brand is falling out of favour with consumers, especially if, on the face of it, things look healthy.
As marketers we come close to taking brands for granted. But while many would say they now get the theory, the practice of brand-building is not as simple as they might like to believe.
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.