Our bookmarks on this topic are also at pinboard.in/u:unison/t:brand-strategy/
From strategy+business: What is a business strategy? In the first installment of a new monthly s+b column, Booz & Company senior partner Ken Favaro shows why strategy is different from vision, mission, goals, priorities, and plans.
From FastCompany: Designers are beginning to understand how irrational thinking plays into the decisions people make. That knowledge can be used to openly influence consumers to make responsible choices.
From FastCompany: With its new pages redesign and increased avenues for advertisers, Facebook has created another imperative for brands to make better content. To be, in the words of Facebook execs, more like your most interesting friend.
From Jim Stengel at ChangeThis: It’s time to change the narrative of business. From a winner-take-all tale, no-holds-barred, no matter what the cost to individual firms, investors, the economy, and society, to doing business on the basis of what I call brand ideals, shared ideals of improving people’s lives.
Wider adoption and leveraging of brand ideals would be the best medicine the economy could possibly get. Instead of inflating a bubble that would sooner or later burst with tragic consequences for everyone, it would trigger and sustain unprecedented growth in every sector it touched.
Make no mistake, however. The business case for brand ideals is not altruism. It’s self-interest and mutual interest. In addition to its wider positive impact, a devotion to brand ideals will do more for your own business and career than any other factor. Maximum business growth and high ideals are not incompatible. They’re inseparable.
From FastCompany: Apple has long preached the gospel of minimalist design, and that’s been a clever business strategy. But it’s one that other companies would be foolish to follow closely.
From FastCompany: In the spectrum between rich, evil corporations and corporations scraping by while adhering to a perfect set of values, a new study has found that there is a set of 25 corporate giants that are managing to succeed while at least making a concerted effort at not destroying anything. And consumers are taking note.
You have the wrong tools. And you use them the wrong way.
It isn’t your fault. You were taught, as we all were, to make forecast models out of past results. You were taught to look in the rear-view mirror. You were also taught to look straight ahead of you. If that competitor was in your line of sight, you had their number. That’s how you knew you were staying ahead.
They were good people that taught you these skills, great professors of the craft in business school, veteran managers and executives in your first, third, and twentieth job. But that was a different time. That was when we could see the future by looking back. Somehow, it made sense back then.
But, now, the rules have changed: our game plans have gone public, and whoever knows what the customer will do next wins.