Topic: brand-strategy
Our bookmarks on this topic are also at pinboard.in/u:unison/t:brand-strategy/
The persuaders: The new meaning of a brand
Monday, November 27, 2006 · Topics: brand-strategy
From Frontline: In a competitive, product-saturated marketplace, a new product needs to have something beyond the brand — an added value, an idea, a “story” behind the brand. Commenting on this new ideology in marketing · Go to The persuaders: The new meaning of a brand →
The persuaders
Monday, November 27, 2006 · Topics: brand-strategy, customer-values
From Frontline: No one is listening to you or remembering you. That is the truth for most businesses. It is just too noisy a marketplace. So how do you tell your brand story and make sure potential customers know how to find you? · Go to The persuaders →
elise.com: On the Job
Wednesday, November 22, 2006 · Topics: blogs, brand-strategy, business, marketing
Elise Bauer: based in Northern California, I advise technology companies on their business and marketing strategies. · Go to elise.com: On the Job →
PSFK: Ideas, Trends & Inspiration
Tuesday, November 21, 2006 · Topics: advertising, blogs, brand-strategy, culture, marketing, trends
Influx
Tuesday, November 21, 2006 · Topics: blogs, brand-strategy, trends
articles about emerging trends that matter to brands · Go to Influx →
Tom Asacker: acleareye.com
Tuesday, November 21, 2006 · Topics: blogs, brand-strategy, marketing
On business, brands and marketplace success from the author of “A Clear Eye for Branding” · Go to Tom Asacker: acleareye.com →
Rush at the Met
Thursday, November 9, 2006 · Topics: audience-development, brand-strategy, branding, culture-change
Jaws no longer drop at the thought of paying $375 for a prime seat at the Metropolitan Opera. It’s the $20 orchestra seats that have people gaping.
Roger Martin: Tough Love
Thursday, November 9, 2006 · Topics: brand-strategy, business, creativity, design, innovation, strategic-planning
From Dean of the Rotman B-school, posted at FastCompany: By focusing on the intuitive and experiential, organizations explore new sources of competitive advantage. By looking to the provable and replicable, organizations better exploit the innovations they’ · Go to Roger Martin: Tough Love →
