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Understanding the Evolving Roles of Chief Marketing and Chief Digital Officers In today’s interconnected marketplace, the role of the CMO extends far beyond traditional advertising and brandmanagement.
Have you figured out how to apply the laws of scarcity to brandmanagement? While a brand without exposure is not much of a brand, I consistently find that brand exposure is an aspect of brandmanagement that is all too often overlooked as a success metric. If not, then this post is for you.
The Hard-Knock Valuation of Brand Equity Growth. by John • October 11, 2011 • Branding , Leadership , Marketing , Strategy • 0 Comments. There’s not a BrandManager that doesn’t want to build brand equity. Consider this exchange between Hogwash Detergent’s CEO and the BrandManager I’ll call Janet.
The Importance of BrandManagement Online Cultivating a robust online presence has become integral for businesses on the digital playground, the internet. Brandmanagement is the practice of creating and upholding a specific image or perception of a company in the minds of consumers.
They endorse a whack of dough into media and they continue to extend brand names into other categories, but they are falling short in spearheading brand equity growth. The new economy has accelerated the need for change in the branding process. I am not suggesting restructuring the entire brandmanagement system.
Entrepreneurs understand the importance of strong and consistent branding. Whether it’s your artwork, tone of voice, marketing materials, or storytelling; each part of your brand must be handled with care. Brandmanagement software can help your company to organize your brand assets, and to manage your reputation.
In the late 80′s, a merger with Tobler-Suchard brought this wonderful brand into my product portfolio when I led Jacobs Suchard Canada (Nabob Foods). Anxious to learn as much as possible about this unique brand, I sent a BrandManager to Switzerland to interview those in the know.
As a 23 year-old Macleans Toothpaste BrandManager in 1970, my colleagues and I competed against powerhouses P&G, Colgate and Unilever. My business career is characterized with a bunch of David versus Goliath encounters. Wherever I went, the major competitor was 20 times larger.
Your business’ brand is essential for growth and future success. This article suggests 5 tools to help create and maintain a healthy brand for your business. Continue reading →
In the early days of my 40 year business career, I was lucky to work under two gentlemen who instilled several critical success factors that guided me from BrandManager to CEO. One of my mentors was brilliantly creative, the other skillfully strategic.
The preceding description paints the perfect illustration of why branding is one of my favorite topics…It is complex. Unless you are a very large enterprise it is unlikely that you have the time, money, staffing, or external professional relationships to execute a brandmanagement strategy such as the one outlined above.
I shared the first piece of advice in our Career Advice series a few weeks ago, which covered the topic of finding intersections in your work, and recognizing that it’s okay to not have all the answers. I hope it resonated with you or someone you know.
Our good friend, Claude Roessiger has long experience with luxury brandmanagement. He likens our concept of The Main Thing to a strong brand. "A A brand, he explained, "produces an emotional response and at the same time communicates to all how to behave."
I had a background in marketing and brandmanagement, and working with concepts and ideas was my passion. Furthermore, I knew that if I wanted to have a successful business in the long run, I needed someone else on my team: someone who had skills and passions that complemented mine.
While many attributes are essential, a few key qualities truly stand out: Expertise in Customer Experience Strategy: A talent for designing and managing the overall client experience, with a knack for crafting strategies that meet and exceed customer expectations.
This means CPG employees like brandmanagers need to understand marketing data from multiple sources to geotarget and personalize coupons and loyalty program offerings, especially for frequently purchased products, often in real-time. Agility is key.
A company’s brand is how consumers experience a company, its products, or services. Successful entities recognize that brandmanagement is the responsibility of the organization. Companies can choose to deliver an effective brand experience, or not. Tara Hornor.
You’re Not a Real Marketer until You Create a Brand [link]. BrandManagers inherit brands and manage existing franchises. It is not the same as creating a new brand, launching it and watching it grow. There is a way, but one’s bonus for success will not be paid in the usually currency.
That’s brandmanagement in many companies. But poor service experiences don’t match the brand promise. Brandmanagement is an inside job. External brandmanagement is multiplied or minimized by workplace culture. They brand themselves and the workplace.
Crafting your own distinctive brand won’t happen overnight. But your personal branding strategy will work in due time, if you’re persistent. When you take your “brandmanager” role seriously, you’ll be surprised at the difference you can make in achieving your career goals.
My largest client is in the apparel industry with a multiplicity of brand names. Instead, product and brandmanagers are organized into coalitions that serve as a resource one to another. As a result, their organizational structure is not dependent on the normal hierarchal approach.
Joel shares: “ Individuals, like companies, have a brand. Those who are proactive at shaping their own brand identity are more likely to be recognized and to get ahead in the workplace. ” Follow Joel on Twitter at @JoelGarfinkle.
For management teams it can mean greater financial rewards and more influence in the decisions that the company makes. In general, business owners often welcome MBOs, since they can be confident that management is extremely committed to the success of the brand. Management Buyout (MBO) vs. Management Buy-In (MBI).
They’re taking a collective view of managing all the disparate parts that influence brand promise, changing the way they work and organize themselves internally so that the entire organization is focused on delivering the brand promise.
After the stint at Bristol-Myers, I moved on to Beecham Products (now GlaxoSmithKline) as BrandManager of Brylcreem Hairdressing, Macleans Toothpaste and Silvikrin Shampoo. And finally, there is Trig, Fact and Softique, none of which bothered to show for my Google obituary search.
In explaining her efforts to pull the field from back-office shadows anonymity, she highlights how the function listens to, understands, and serves an extensive group of stakeholders, including: Current Customers Prospective Clients Sales Marketing BrandManagement In serving each of these groups, Danelle explains it is critical to speak their language (..)
The Evolving Role of the CMO Previously, a Chief Marketing Officer’s or CMO role mainly involved traditional marketing activities like brandmanagement, public relations, and market research. However, recent technological advancements and industry shifts have expanded and evolved this role significantly.
Is it any wonder private labels exploit the weaknesses of neglected brand-names that continually discount and line extend for upticks in volume? Today’s economy screams for change in the process of branding. I’m not suggesting restructuring the entire brandmanagement system.
As a 23 year-old Macleans Toothpaste BrandManager in 1970, my colleagues and I competed against powerhouses P&G, Colgate and Unilever. My business career is characterized with many David versus Goliath encounters. When I joined Jacobs Suchard (then Nabob Foods) in 1977, I found myself up against the muscle of Kraft and Nestle.
Larry Light is the Chief Executive Officer of Arcature LLC, consultants in brandmanagement. More recently, Light was the interim Global Chief Brands Officer of IHG.… Light was a senior executive and Board member at BBDO and President of the international division of Ted Bates.
With that being said, running a business, be that a small start-up, mid-sized enterprise, or a global brand, managing your business is not easy, especially if you’ve never been in that position before.
I recently read New Brand Leadership - Managing the Intersection of Globalization, Localization and Personalization by Larry Light and Joan Kiddon. Not a lot of new concepts, however it certainly pushed me to look and think of things differently - particularly from a brand leadership vs. brandmanagement perspective.
His research currently focuses on marketing strategy, brand equity and brandmanagement issues. His published papers on brand extensions, consumers use of brand and other signals as well as international consumer behavior in a […]. Niraj Dawar is a Professor in marketing at the Ivey Business School, Canada.
From as far back as my days in brandmanagement, I have held a deep affection for strategy. And when a brand or company’s positioning blurs, customers become confused. This might have something to do with the fact that I can be stubborn. Good strategists are also stubborn, even pigheaded. Why is that?
And, it is the dream of every brandmanager. The concept of brand in this country started in the west with the branding of cattle. But “mine” is more than a statement of control; it is an expression of identity. Cattle shared open grazing range.
As a 23 year-old Macleans Toothpaste BrandManager in 1970, my colleagues and I competed against powerhouses P&G, Colgate and Unilever. My business career is characterized with many David versus Goliath encounters. When I joined Jacobs Suchard (then Nabob Foods) in 1977, I found myself up against the muscle of Kraft and Nestle.
On the other hand, downplaying CSR initiatives, a phenomenon known as “greenhushing,” can create the false impression that a company is indifferent to its impact on society and the environment, ultimately harming its brand.
For example, when a global brandmanager and a local sales organization share responsibilities, and are rewarded for working together, they will fight for their interests so that both the global brand and the local market are addressed.
When I was in brandmanagement, social media did not exist. But I can tell you this: I would have had a field day with this exciting medium because I valued the power of ‘big ideas’ to infuse growth into the brands under my wing.
After the stint at Bristol-Myers, I moved on to Beecham Products (now GlaxoSmithKline) as BrandManager of Brylcreem Hairdressing, Macleans Toothpaste and Silvikrin Shampoo. And finally, there is Trig, Fact and Softique, none of which bothered to show for my Google obituary search.
Building Your Leadership Brand. Managing a Successful Career. A genuine vision breeds excellence and learning because people in the organization want to pursue these goals. Source: Jeff Wolf: Seven Disciplines of A Leader. Related articles. Leadership Development Investments. Knowing What's Important.
When you talk about branding, you are talking about constant change. This fast-paced environment leaves brandmanagers with no choice: they need to favor SPEED over perfection. Today’s post is by Francisco Serrano, author of Brain-Ding (CLICK HERE to get your copy). That is, if they want to succeed.
Building Your Leadership Brand. Manage Your Default Behavior. Source: Christine Horner: Awakening Leadership: Embracing Mindfulness, Your Life's Purpose, and the Leader You Were Born to Be . Related articles. Training the Mind.
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