Back in March, I wrote a piece on change and on how I believed CEOs aren't interested in change. Last week, I wrote about how CEOs are the brand champions and how the buck stops with them. I followed that up with a post asking CEOs if they put themselves out there, if they stand behind and in front of their brands. As of this moment, I have only received one response to that challenge.
When it comes to the environment, consumer behavior can be inconsistent or even a bit hypocritical. Two-car families will buy a hybrid and a gas guzzling SUV. Parents will teach their kids to turn off the water while brushing, but take a few extra minutes in the shower to enjoy the peace and quiet. Somehow, we tend to overlook our own inconsistencies, while holding others accountable for their actions.
Working on a theme for a new slideshow I found that the questions I end with on the final slide of my last presentation, Outside – the future is not in front of us, really do make up for some good, albeit simplistic, but foundational questions for forcing new conceptual thoughts.
The brand utility is here. Many brands are experimenting with this approach, some successful, others find a dead end. Time to draw some conclusions: what are the main drivers a brand utility’s success?
Earlier this week I posted some key takeaways from the keynote speakers and panelists at the Southern California Business Growth Conference. As a panelist on the marketing track, one of the things I said during the “Brand Implementation & Impact: Bring your Brand to Market” session seemed to spark some interest of its own – and so I thought I’d say more about it here.