Adrian Trenholm points to Bessemer Venture Partners Anti Portfolio. Essentially a list of their big mistakes. I agree with Adrian, it’s a good example of marketing that avoids the presentation of perfection.
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”)
https://www.esp.org/humor/meetings.pdf "The modern business meeting however, might better be compared with a funeral, inthe sense that you have a gathering of people who are wearing uncomfortable clothingand would rather be
Fascinating report from The Economist: How to tell when your boss is lying. Researchers identify a number of patterns common to CEOs and CFOs who turn out with hindsight, to
Roland Harwood questions where innovation is taking us: You could argue that our most pressing global challenges – such as the financial crisis and climate change – are as a
I had a great Skype call with Chris Corrigan at the weekend. During it, he mentioned something that I checked out later. It’s this post in Chris’ blog: Institution building
