In uneasy times, the most powerful thing a brand can do is to define its place, value and opinions in the world. That way, everyone knows where they stand.
Have we become so pre-occupied with the niceties of brand that we’ve forgotten the reason they exist?
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 stories are just not good.
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.
In a world besotted with the new, sometimes the most powerful thing a brand can do is take people back to a time and a sentiment that feels comfortable and familiar.
One of the hardest judgment calls for brand managers is relevance. Brands must change to stay consistent yet they must also remain recognisable in order to preserve brand equity. So what should you change, and when?
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?
Ever since the GFC, global markets seem to have become more volatile. Oil prices rise and crash; China’s growth soars and slides. When market dynamics are this dramatic, how should you look to effectively develop a brand? Do you go with the ebb and flow, or act as a beacon of constancy?