Chris Lawer fires another salvo at Lovemarks. This time he quotes a review in Eye Magazine by Rick Paynor. This is cracking stuff:
‘I love Head & Shoulders. I won
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
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
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?
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”)
Sensational can be about subtle feeling, not big excitement, in meetings
I’ve picked these from twitter in the last day or so. “The most exciting phrase to hear in science, the one that heralds the most discoveries, is not ‘Eureka!’–it’s ‘that’s
I’ve been thinking a lot about moralising lately. By that I mean the creating of rules or principles for our conduct. I’ve been thinking about it a lot since reading
Speak Schmeak: The truth about 7% – 38% – 55% Stumbled on this today useful background on the most overused "fact" in training. An Innovation Challenge: Learning From Failure «
