Well, I’ve laid off Lovemarks for a few weeks now so it’s good to see Hugh at Gaping Void taking up the cudgels.
Advice to marketeers: Stop worrying whether people you don’t know love your brand or not. Stop worrying if your brand conforms to an ideal in a business/marketing book written by a clever guy you’ve never met. Worry instead about how much you and the people you know, love and respect love it. I mean REALLY love it. Be brutally honest.
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”)
Lisa Haneberg: Invisible leadership feels more like doing the best things without yielding power. Invisible leaders influence the system and people by being a partner. “A leader is most effective
Most events that promise to be about “networking” seem to be more about retaining a one-to-many model of engagement. One person speaks everyone else listens. That is a kind of
I am not a particular lover of Ryanair and I think of myself as pro-Europe. Nevertheless I throughly enjoyed this video of Michael O’Leary being fabulously irreverent to his hosts
Stanley Moss emailed me this NY Times article: Incredible Shrinking Packages. Update: Andrew Smart picks up on this and I particularly agree with him on this point: And the guy
