The adage that history repeats itself is no more apparent than the current state of affairs at Nissan North America. The Wall Street Journal’s interview with Christian Meunier, head of Nissan NA, is so frighteningly similar to 1999 that I had to catch my breath. Yet, as with a lot of executives and marketers, the current plight of a troubled brand is a new situation, as if this state of affairs has never happened before,...
Jack Welch, renowned CEO of General Electric, used to say that your business should be #1 or #2 in your market. If not, get out. This belief was derived from the famous PIMS work begun in the 1960s. Initiated at General Electric, PIMS, Profit Impact of Marketing Strategy, focused on identifying factors that would impact economic success. ROI (Return on Investment) was the primary measure of success, alongside Return on Sales (ROS) and real (organic)...
In 1967, the song “San Francisco” by Scott McKenzie described “a whole generation, with a new explanation.” The line still captures a central challenge for brands today. Customers continually redefine what they want from the products they choose: more health, less sugar, greater functionality, better value, or simply a better fit for the moments in which they consume them.
The president of Snacking Global at Mars, Andrew Clarke, recently spent some time chatting with The Wall Street Journal. Mr. Clarke articulated some important and exciting areas of innovation and interests that Mars continues to pursue for its snack brands.
The criticism was predictable. A revered luxury watchmaker partners with Swatch, introduces a colorful US $400 pocket watch, and collectors immediately worry about dilution. But the Audemars Piguet x Swatch Royal Pop Collection is not simply a less expensive expression of Royal Oak codes. It is a brand architecture move.
