Can a CEO build a brand that is bigger than their company’s? A truly iconic brand? Can a CEO brand have the power to transfer from one business to bring power and credibility to succeed in totally different businesses? Can a strong CEO brand create significantly more financial value than the brand of the business they run?
From all my years in research and consulting, I think I’ve learned a thing or two about marketing worth sharing. Enduring fundamentals, mostly yet often overlooked. So, this year, I want to share some snippets for your consideration. I hope they’re helpful.
Harley-Davidson is in trouble again. The iconic American brand faces another C-suite crisis as it is losing another CEO. And, this will likely mean another strategy. Harley-Davidson has cycled through at least two in the past 10 years. Two CEOs ago, the strategy was affordable, smaller bikes that would appeal to a younger generation. The now former CEO changed that strategy. The Harley-Davidson strategy changed to more expensive, large bikes to appeal to the 1960’s...
What is it about successful brands that attracts change over time when added size, complexity, and maturity advance to depress the culture of innovation that set the world on fire in the beginning? How can legacy brands ensure the magic that existed at inception continues, to help author exciting new categories and solve unexplored consumer needs?
With tariffs on imported goods and services, brands must realize their inherent customer-perceived brand value. Conversations reported in the business press describe situations where brands debate their ability to raise prices without lowering demand. Dynamic pricing is once again a consideration across brands aiming to implement what airlines and hotels implement. There is a raft of articles on what brand owners may or may not do to stay viable: raise prices, maintain prices, eat the...
