Our bookmarks on this topic are also at pinboard.in/u:unison/t:brand-strategy/
From Forrester: Our clients tell us that they’re eager to use customer journey maps because they see the documents as ideal tools to analyze and communicate their customers’ perspectives on the interactions they deliver. However, even enthusiastic organizations sometimes struggle to determine the objectives they should pursue with customer journey mapping. Forrester interviewed five companies that use customer journey maps to understand how the approach has benefited them. This document outlines the business value that these firms derive from customer journey mapping and the variety of objectives that journey mapping can support.
Forrester clients tell us that they’re eager to use customer journey maps because they see the documents as ideal tools to analyze and communicate their customers’ perspectives on the interactions they deliver. However, even enthusiastic organizations sometimes struggle to determine the objectives they should pursue with customer journey mapping. Forrester interviewed five companies that use customer journey maps to understand how the approach has benefited them. This document outlines the business value that these firms derive from customer journey mapping and the variety of objectives that journey mapping can support.
From Maz Iqbal at Customer Think: Customer-centricity is at least as vague a term as CRM and CEM. Is it a strategy? A state of mind? A loyal relationship? Personally, I’ve defined “being customer-centric” as delivering value that customers care about. The end results should be more loyal customers. But it’s not quite that simple. How do we explain the success of Ryanair, which offers a low-cost service, gets lots of travelers and makes money, but can hardly be said to have raving fans?“
From Mind Tools: If you’re in marketing, then you’ll know how important it is that your brand speaks to your customers on an emotional level. When someone feels a strong positive emotional tie with a product, that emotion creates brand loyalty, and this inspires repeat purchase.
From ChangeThis: For those who work in advertising, simply being fascinated with the future isn’t enough. We have to glean insight from it and process it and wrap it up in a bright shiny message that sells this incrementally better future to the rest of the human race (or, at the very least, our target market), brought to you on behalf of Brand X.
Of course this has never been an easy task. But today, for a number of reasons, advertising the future, and the future of advertising are more difficult and complicated propositions than ever. Because today, not only do advertising people have to fully understand and market the past, present and future of their brands, more than ever they must have a thorough grasp of the seemingly infinite changes that are shaping the future of their industry. This includes everything from the rapidly evolving media landscape to the constant emergence of new messaging delivery vehicles to the very ways in which creative and strategic ideas are developed, shared and created anew.
From FastCompany: Facebook’s newly redesigned Timelines represent a richer creative canvas for brands. Which is great, assuming anyone is visiting. Guest columnists Joshua Teixeira and Victor Piñeiro from Big Spaceship remind marketers to extend their social strategy beyond the Page.
From FastCompany: Faking an authentic experience is now lauded, and companies such as J. Crew are exploiting the trend, writes Michael Raisanen.
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.