Call me subversive but I like seeing brands challenged, to have the advertising imagery questioned and supplanted. I don’t know the facts behind the email Neil Turner received from his mum, but I like that people are taking on brand imagery in this way.
Dear Friend,
Please join me in sending an UnValentine
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
Dwight Towers spotted this lovely article: bring the outliers inside. It’s based on the book Positive Deviance. Dwight picked out a lovely Nasrudin parable to illustrate how easy it is
Greg Satell asks What makes an organisation “networked”? He makes some points challenging either-or thinking about networks. So bureaucracies and silos aren’t inherently bad it’s more a question of recognising other
I lke Chris Corrigan’s suggestion that meetings reflect the basic operating system of a group of people. He reflects on the perils of trying too hard to change it too
