… that Americans don’t do irony? Well whoever it was can’t have met Tom Guarriello. Here’s Tom’s appreciation of a CNN interview with a presumably breathless Saatchi CEO Lee Daley.
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”)
Andrew Sullivan spotted this extraordinary video on YouTube: In my language. In it an autistic woman lets us into her world. In the first half we see her engaging with
Simon Gough tweeted: For every high-profile project there are ten better versions quietly getting on with it which strikes me as poetically true if not always literally so. I see
I’ve been doing more coaching work lately and I’d quite like some more. I also find it quite hard to descibe my approach and feel wary of some of the
Shane Parrish points to a recurrent problem managers face: they rely on “maps” of their organisations that can never really capture reality. We are so reliant on abstraction that we
