The Changing Landscape Of Brand Language
Throughout history times of accelerated change have been accompanied by cries of things “coming to an end.”
NEW THINKING
Throughout history times of accelerated change have been accompanied by cries of things “coming to an end.”
As business has become more complex and more digitally-driven, the traditional roles and responsibilities of the C-suite have become increasingly interwoven and even confrontational.
Recently, Heineken UK jumped on the “reconciling differences” bandwagon and released a spot where people with opposing views come to understand each other (better) over a beer. While some in the industry lauded the approach as the antidote to Pepsi’s debacle, others have observed a different set of tone-deaf mistakes that are every bit as gross.
In the first part of this two-part series, I talked about brand cultures that focus on performance, those that are restless for change, freeform cultures and those that learn fast and continue to evolve.
It’s all very well having a purpose and brand values, but how have you translated those into actionable principles that guide what you will do and won’t do as a brand?