It can cost a fortune for a company to pioneer a new category of product or service. Digital cameras, for example. Or satellite radio. Or internet grocery service. Webvan, for example, lost $830 million on its two-year venture into the grocery-delivery business. Since it's so costly to establish a new category, why would any company deliberately want to kill an emerging new category? Actually there are good reasons ...
Is UGC so last year? What about IM. Should I be wearing that with my new social networks? We marketers are forever chasing the next communications phenomena, like fashion magpies, hypnotised by another yet more dazzling object, writes Tom Hyde, new-business director at Profero. With each new buzz word, a thousand articles spring forth, followed by dozens of specialist agencies all of which are "uniquely" tuned into the communications zeitgeist,
FedEx created the overnight shipping business. UPS’s brown trucks are recognized the world over. DHL gained a reputation for international air delivery. Now all three shipping companies have entered each other’s businesses and provide virtually the same services. It’s a market in which brand differentiation is crucial—and it is made all the more complex by the need to convey a truly global brand message that effectively crosses cultures and nationalities...
"Brand-equity measurement is a messy, complicated task that has always left managers uncomfortable drawing a solid conclusion about the role brand plays in affecting the bottom line....". Have you ever needed to make a case for the brand to the CFO? If you are like most marketing managers, you base your argument on research demonstrating that loyalty and evangelism can accrue from investments to build brand equity. Perhaps you provide your own consumer-based ...
It can cost a fortune for a company to pioneer a new category of product or service. Digital cameras, for example. Or satellite radio. Or internet grocery service. Webvan, for example, lost $830 million on its two-year venture into the grocery-delivery business. Since it's so costly to establish a new category, why would any company deliberately want to kill an emerging new category? Actually there are good reasons ...
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Is UGC so last year? What about IM. Should I be wearing that with my new social networks? We marketers are forever chasing the next communications phenomena, like fashion magpies, hypnotised by another yet more dazzling object, writes Tom Hyde, new-business director at Profero. With each new buzz word, a thousand articles spring forth, followed by dozens of specialist agencies all of which are "uniquely" tuned into the communications zeitgeist,
FedEx created the overnight shipping business. UPS’s brown trucks are recognized the world over. DHL gained a reputation for international air delivery. Now all three shipping companies have entered each other’s businesses and provide virtually the same services. It’s a market in which brand differentiation is crucial—and it is made all the more complex by the need to convey a truly global brand message that effectively crosses cultures and nationalities...
"Brand-equity measurement is a messy, complicated task that has always left managers uncomfortable drawing a solid conclusion about the role brand plays in affecting the bottom line....". Have you ever needed to make a case for the brand to the CFO? If you are like most marketing managers, you base your argument on research demonstrating that loyalty and evangelism can accrue from investments to build brand equity. Perhaps you provide your own consumer-based ...
