There are a lot of brand building opportunities that await marketers if we allow ourselves to consider other possibilities. To illustrate the advantages of a broader perspective, let’s take a little quiz (indulge me): What do white wine, Brie cheese, a squash racket, a Brooks Brothers suit, fresh pesto, a Rolex and a BMW have in common?
Fidelity Investments, with more than $4 trillion in assets under management, is one of the world’s largest financial services firms. But the firm isn’t content with its current status. This privately-owned company founded in 1946, is seeking new markets that will power growth over the long-term. But how?
Rebranding is one of the most misused terms I have heard in my career. Agencies often use the term in their sales pitch to convince potential clients to hire them. The pitch promises a significant improvement in bottom line performance. But, more often than not, these exercises end up being little more than creating a new logo or a set of branding guidelines. They fall way short of the client’s expectation of revitalized business growth....
Brands are dynamic. Great brand leadership evolves brands in order for brands to stay relevant and differentiated in the customer’s mind. Just because a brand evolves to deliver its promise in a more relevant, differentiated manner does not mean the brand must change its name.
It was an autumn day at P&G. We as a team had tried for the third time to get Board buy-in to launching a new shampoo, only to be told for the third time that our value proposition and business case weren’t compelling enough – and to go back and rework them again. We sat in the company cafeteria dejected, not knowing why we kept failing to convince the Board to invest, and unclear on...
