Allbirds, the sustainable sneaker brand once the de rigueur shoe for Seattle and Silicon Valley Techs, has sold its assets and intellectual property at a shocking discount. The once high-flying sneaker brand has finally lost its wings.
NEW THINKING
NEW THINKING
Allbirds, the sustainable sneaker brand once the de rigueur shoe for Seattle and Silicon Valley Techs, has sold its assets and intellectual property at a shocking discount. The once high-flying sneaker brand has finally lost its wings.
Entertainment and brand architecture are now front and center as the Paramount-Warner Bros. merger unfolds.
Peloton, Kohl’s, Target, General Mills, Macy’s have something in common. These brands are engaged in brand turnarounds. Some of these brand turnarounds are brand turnaround-turnarounds, led by smart executive teams, some with new CEOs who offer new strategic approaches. These teams appear to be diligent and creative in improving product offerings. There is just one problem.
Amazing about face. In a world where deals and promotions abound, where “conquesting and conquering” customers has become the modus operandi (viz, the streaming brands, the automotive industry) and where value continues to be equated with price alone, Barron’s, the financial newspaper, tells us brand loyalty is “in” again. At least in fast food.
Kraft Heinz is having another “brand-wagon moment.” Its new CEO, Steve Cahillane, announced that the organization would be postponing the previously announced split into two separate companies. This was a split that Wall Street hailed as marvelous. CEO Cahillane believes that a resource-funded focus on its stable of core Americana brands – getting back on the brand wagon – can bring Kraft Heinz back to profitability and, hence, generate shareholder value. Shareholder value has been...