Brands drive attention and income off awareness, but they derive their real value from their ability to shift and sustain longer term sentiment.
Every brand decision is a negotiation between what has worked to date and what is required to succeed going forward.
There are certainly good times to consider diversifying your brand, but equally there are times when such a strategy should be avoided. Here are three situations when your brand shouldn’t go there.
Some searching questions, by way of a guide, for the leaders of companies expecting to build lucrative brands in the years ahead.
Is there ever a right time to get on the front foot and call out your competitors by name? Motorola seems to think so.
In 2000, an article in Wireless called into question whether machines were quite the panacea we hoped they were. It was possible, said the author, that this dependence on machines was not going to a good place.
It’s tempting when your brand is trending to believe that the hard work is done. In point of fact, it may just be beginning.
Marketers talk about brands as vehicles for growth. But does that mean they should just keep growing – or is there a point when they reach critical mass?
Differentiation is acknowledged by most as the goal that every marketer should be seeking. But the enthusiasm for the pursuit masks a common misunderstanding – in the context of brand strategy, different and difference are not one and the same.
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.