Our bookmarks on this topic are also at pinboard.in/u:unison/t:brand-strategy/
From Tom Asacker: My philosophy of brands revolves around the star called “feelings.” Not emotions, mind you. I don’t subscribe to the brands as emotional connection philosophy. I prefer to view a brand choice as a feelings choice.
From ChangeThis: Let’s face it — all too often, life is a succession of hassles. There’s an endless array of frustrations, inconveniences, complications, disappointments, and potential disasters lurking in most of our daily experiences. Even very good products and services (we’ll call them simply “products” for simplicity’s sake) have their weaknesses and drawbacks. My new smartphone sometimes drops my calls; my favorite hotel chain sometimes loses my reservation; those new lightbulbs last longer but produce less light; my new hybrid car gets better mileage but the engine feels less peppy… Managers, marketers, designers, service suppliers, and salespeople for the companies that provide these products don’t focus on their weaknesses. That’s understandable. They devote their lives to making products that are as good as they can possibly be and then to promoting them as enthusiastically as they can. Who wants to concentrate on the negatives? Yet we’ve found that organizations that excel at demand creation do exactly that. They examine the lives of customers through the lens of what we call a Hassle Map — a detailed study of the problems, large and small, that people experience whenever they use their products.
From Knowledge@Wharton: Jerome Chazen, a founder and former chairman of Liz Claiborne, Inc., recently wrote a book titled, My Life at Liz Claiborne: How We Broke the Rules and Built the Largest Fashion Company in the World. Indeed, Liz Claiborne — now known as Fifth & Pacific Cos. — grew from revenues of $7 million in 1977 to more than $2 billion in the early 1990s. Knowledge@Wharton asked Chazen, who stepped down as CEO in 1996, to discuss the highs and lows of running a successful fashion business in a highly competitive industry.
From SmartBlogs: Brand stories are no longer limited to blobs of text on “About Us” pages. Social media has given brands a platform to relay their story in multiple ways and to various audiences. At a recent South By Southwest Interactive Festival Panel, Becky Johns, CC Chapman, Charlie Wollborg and Karl Gude, spoke to educate the audience on how to build a visual storyboard that benefits their brands; in essence, how to not just tell a story, but how to tell a good story.
Tuesday, March 13, 2012 · Topics: brand-strategy
From FastCompany: Brett Lovelady, the man behind Astro Gaming, talks about creating a performance brand in a brutal space where branding was non-existent.
From anecdote: Be careful in your workplace when you ask people to act strategically. How are they viewing that term and what it means? Do they see it as a positive thing, or something a little less savoury?
From Arts Marketing: Chad Bauman writes about his four-and-a-half years at Arena Stage. When one decides to pursue a career in a field they love, like many theater artists I know, these two adjectives are not mutually exclusive; in fact, many would argue that you can’t have one without the other. When joining Arena Stage, I knew there were very few precedents for what we needed to accomplish, and with the opening of the Mead Center and a 2.5 year transition ahead of us, a clear path wasn’t always available. It was an opportunity that intimidated me, but I knew that I would get an education of a lifetime.
In looking back, I’ve learned quite a bit along the way