Why Red Bull Loves Its Haters

When Dietrich Mateschitz launched Red Bull in 1987, he wanted the brand to be perceived as an ultra-premium drink so he made it the most expensive carbonated drink around at $2 a can.

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Brands Aren’t Dying; Traditional Branding Is

James Surowiecki's column in The New York last week, Twilight of the Brands, seemed to suggest that brands are dying. He argued that the usefulness of brands as decreased given that "consumers are supremely well informed and far more likely to investigate the real value of products than to rely on logos."

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The Role of Branding / Purpose in the Digital Economy

In two articles on HBR the role of branding in the digital economy is discussed.
(Unfortunately behind the HBR paywall)

In this first article Itamar Simonson and Emanuel Rosen argue that in many categories customers now acquire knowledge and competence about a product before purchase. This diminishes the effect of traditional advertising and marketing, where the brand is largely communicated as a function of emotion and preference (“the story”).

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The CEO of Kind Snacks Doesn’t Follow Trends

Brand as business bit:   A recent “If I Knew Then” piece on Young Entrepreneur featured gems of wisdom from Daniel Lubetzky, the CEO and founder of KIND.  (KIND makes those good-for-you and good-tasting bars in colorful packages that you buy at Whole Foods et al.)

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Google - the Flexible Brand, Part III

(This is the third and final post in a series about Google, the flexible brand.  My first two posts covered the ways in which Google has traded rules for flexibility in its branding and brand architecture.  Now I turn to the reason behind Google’s approach.)
The practice of brand-building is guided by proven principles – but, as the adage goes, rules are made to be broken.  And in Google’s case, it’s breaking rules for very good reason.
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Google - the Flexible Brand, Part II

This is the second installment in this series on Google, the flexible brand.  In yesterday’s post, I discussed how Google challenges branding conventions with its logo.)
A well-designed, well-implemented brand architecture has provided a solid foundation for many companies.  Google is no exception – well, except that its brand architecture strategy seems quite unconventional.

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Google - the Flexible Brand, Part I

(This is the first of a 3-part series on Google’s unconventional approach to brand-building.)
Google has become one of the world’s greatest brands and it’s done so despite breaking all the branding rules.  Common wisdom says that to build a strong brand you need to present your brand in a tightly focused, steadfast manner.  But Google has traded consistency for creativity with its brand.  In fact it seems to be practicing an entirely new brand-building philosophy:  flexible brand-building.
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Ads That Play Inside Your Head

We know advertisers are always trying to get inside your head, but what if they could broadcast an ad inside your skull? It sounds crazy, but that’s what a new ad technique does just that… Lean your head against a window, and you’ll hear an ad that seems to be coming from inside your head!

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Why young adults are more connected than ever before and what this means for brands

For today’s young adults (those aged 18-30), access to technology is, alongside education, seen as a critical component of progress and opportunity. A recent survey of 12,000 young adults across 27 countries for Telefónica found that this group believed that not only are they at the cutting edge of technology, but that this gives them a competitive edge.

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The power of brands to change the world, part 3

This is the last in a series of three posts exploring the role of brands in creating positive change. The previous post explored the first two Ps of creating world-changing brands, power and permission, and we’ll focus this post on the 2 remaining Ps, perception and portfolio. To start at the beginning, part 1 can be found here.

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