There has been considerable hand-wringing recently about the decline in global stature, anti-American sentiment, and boycotts of U.S. brands, all stemming from tariffs and the disruption of international trade. Which got me thinking, haven’t we infuriated the rest of the world before? U.S. foreign and economic policies have not always had a bandwagon effect. So, what might we learn from prior episodes of swimming against the global tide?
Starbucks has just re-learned what business it’s actually in.
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?
