As brands juggle more and more channels to try and interact meaningfully with customers, are all these touchpoints helping or hindering?
Call them rituals, ceremonies, habits … associating a brand with a set behaviour can have a powerful effect on loyalty and enjoyment.
How should companies map more effective and engaging customer journeys? By recognising that such journeys are really about how customers feel over the course of the entire journey not just how they feel at any given point in that journey.
Marketers are under huge pressure to succeed. But how should we judge a successful brand? And what should brands do to stay successful?
Branding is a serious business, but does that mean brands themselves must always be so serious. Is there room for more personality? Should you lighten up your brand image?
We often think of brand value in financial terms. But that value, I would venture to suggest, is actually a result of a broader initiative that brands need to think about in these busy times: finding ways to be valuable in the lives of those who buy from them.
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.
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 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.
Why do consumers keep brands in their lives? Relevance.