I posted the other day about some entertaining post-modern marketing happening to Burger King. All good fun.
This video looks at BK through another lens. It compares the compensation culture at BK with that at its part-owners Goldman Sachs. A good reminder of the shadow side of brands.
Hat tip: Daily Kos.
I linked to this paper on wicked problems the other day and Chris Corrigan commented “there’s a lot in that paper eh?”. Which is true.
I’m experimenting with marketing less and listening more
Passion brands bring people together based on common interests and excitements. I’m particularly interested in ones created from the bottom up, as opposed to driven by producers concerned mainly with profit.
Just back from another extraordinary gathering at Medinge where the community that has produced Beyond Branding meets each summer. I was planning to keep this
Interesting research from Stanford suggests that exciting brands get more trusted after making mistakes and putting them right whilst more “sincere” brands start with more trust but lose it more easily. Perhaps the sensible interpretation is that second-guessing customers can be a waste of time!
Michael Hammer’s new book, The Agenda, is about the rise of customer power. But is customer-centricity really such a good model for business and society?
Thanks to Matt Tucker at Smith Associates for telling me about What Brand Are You. It strikes me that lots of companies waste money on
So the Abbey National is rebranding itself this morning. As I write this entry, they are revealing their new look, their shortened name (just “Abbey”)
The AntiBrand: blackSpot sneakers, a project by Adbusters attacks Nike directly. In doing so they take on what has become one of the great icons
We live in a world of too much marketing and too much branding. People’s faith in advertising has fallen to new lows as we simply
Kathy Sierra continues to share her first rate insights with her crash course in learning theory. Most of the principles she applies to learning… Learners are not “empty vessels” waiting
Chris Rodgers makes some good points about how ideas about complexity get translated – and watered down – in organisations. …many of the arguments put forward simply clothe conventional management
Chris Corrigan spotted this thought from Dave Pollard. It’s about having ideas and “making ideas happen”: …the responsibility for implementing is left to each person to accept or not. If
The always interesting ecustomerserviceworld newsletter (I think that link is valid for two weeks) talks about Gallup’s survey methods. One Gallup study demonstrated that a mid-sized bank could add $256
