I particulary enjoyed this chunk of James Surowiecki’s Wired article on the decline of brands.
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
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
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”)
Prompted by Harold Jarche, I downloaded this free chapter (pdf) from Ruth Clark’s book on Evidence Based Training Methods. It provides some excellent provocative thinking especially around the whole industry
I was rereading this post from 2008 this morning and thinking again about this little model, spotted then by Roland Harwood. The gist of the post, and Roland’s argument, was
Margaret Heffernan has a powerful analysis of the many delusions that go with having high office in an organisation. John of Gaunt (in Richard II) summed it up in his
Lee at Headshift picks up on my entry on customer-centricity. He identifies another myth… which is the idea that innovation and production is demand-driven. Why is it so hard to
