As soon as we write up a great case history of how a brand narrowed its focus owns a word in the mind and dominates a market, the brand
People have been facilitated before: boredom, stillness, recovering attention and the undercurrents of life
The value of not always saying something helpful
Writing stuff down can easily remove us from practical reality and suppress our intuition
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
An example of inauthentic direct mail, from Lincoln Financial Group. The elements that eat away at the credibility of the sender and the effect on this reader.
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?
Suddenly there’s another John Moore marketing blog. I realise I’m a bit of an addict for this, but this latest is not mine. It’s produced by another John Moore, this
I am blogging from my friend Thomas’s office in Essex. All around are those inspirational posters… eg “PERSISTENCE Now that we’ve exhausted all possibilities… let’s get started” (With a picture
Shinsato spotted this remarkable TED talk by Joe Justice on using agile processes to develop a legal (and amazing looking) car with exceptional fuel efficiency in three months. He highlights
In the last post in this series I talked about brands as living systems. Their meaning can’t be determined by management but is created moment by moment among stakeholders. It’s
