sexta-feira, 31 de julho de 2009
Drew McLellan - The Marketing Minute: Set Expectations (Marketing Lessons from Walt)
Drew McLellan - The Marketing Minute: Marketing Lessons from Walt
Days of the Logo Numbered: Branding Strategy Insider#more#more#more#more
Days of the Logo Numbered: Branding Strategy Insider: "Let’s take an express train back to the year 1915 – the year the original counter Coca-Cola bottle was invented. The original brief was to develop a bottle so smart that if you dropped the bottle on the floor and it smashed into thousands of pieces of glass you’d still be able to recognize the brand. Grab any iPod and you won’t be able to find the logo on the front – yet the iconic look is enough for you to know what brand it is. The same is the case with any picture from United Colors of Bennetton, a McDonald’s roof, a Tiffany’s rubine blue box or Marlboro’s cowboy.
I call my theory Smash Your Brand – a theory which simply aims to move on from the logo – and begin to have what I call “Smashable” components. A color, a shape, a sound, a smell – you name it – indirect signals which all tells a story about the brand – without having to show the logo."
I call my theory Smash Your Brand – a theory which simply aims to move on from the logo – and begin to have what I call “Smashable” components. A color, a shape, a sound, a smell – you name it – indirect signals which all tells a story about the brand – without having to show the logo."
The Future of Branding: Branding Strategy Insider#more#more#more#more
The Future of Branding: Branding Strategy Insider
Luxury Brands Stand Their Ground: Branding Strategy Insider
Luxury Brands Stand Their Ground: Branding Strategy Insider: "Great stars shine brightest when the sky is darkest. In austere times, true luxury brands bestow pleasure, maintain their premium and take a long view."
Short-Term Gains and Brand Damage : Branding Strategy Insider#more#more#more#more
Short-Term Gains and Brand Damage : Branding Strategy Insider: "Cadillac, like the rest of General Motors' brands, is going in the wrong direction. Cadillac is very likely to follow in the footsteps of Packard.
The most valuable thing a company owns is its position in the consumer's mind. When you tamper with this position, you are asking for trouble. Yet many companies spend much of their time doing just that. Tampering with the brand's position. Walmart's move into fashion, for example, was a total failure. Actually, Walmart was lucky its fashion foray didn't work. That would have hurt its low-cost reputation."
The most valuable thing a company owns is its position in the consumer's mind. When you tamper with this position, you are asking for trouble. Yet many companies spend much of their time doing just that. Tampering with the brand's position. Walmart's move into fashion, for example, was a total failure. Actually, Walmart was lucky its fashion foray didn't work. That would have hurt its low-cost reputation."
quinta-feira, 30 de julho de 2009
quarta-feira, 29 de julho de 2009
Nine Design Strategies to Inspire Sustainable Profits - Part 2 | Sustainable Life Media
Nine Design Strategies to Inspire Sustainable Profits - Part 2 Sustainable Life Media: "Get to know your customers. Run a focus group. Perform a social media analysis. Dig beneath the surface and listen between the words. Find out what their souls long for and design this into evocative brands and marketing collateral that enchants them in surprising (and unprecedented) ways."
Nine Design Strategies to Inspire Sustainable Profits - Part 2 | Sustainable Life Media
Nine Design Strategies to Inspire Sustainable Profits - Part 2 Sustainable Life Media: "The truth is that– like it or not– people’s actions are usually driven more by raw impulse and emotion than by conscious reason, or explicitly stated ideals. We find that the trick for designing sustainable products and packages that sell is better listening. Listening for what? Listening for the subconscious needs that your customer feels beneath the more rational rhetoric he or she so quickly espouses. In other words, pay less attention to just what your customers say, and more attention to what they truly mean. This simple distinction can make the difference between utter financial failure and outlandish business success."
Nine Design Strategies to Inspire Sustainable Profits - Part 2 | Sustainable Life Media
Nine Design Strategies to Inspire Sustainable Profits - Part 2 Sustainable Life Media: "Distill the core archetypes that underlie your brand and design them into all of your marketing/packaging materials. By doing so you will energize your brand to leave indelible imprints on the minds of those who encounter your products, and successfully engage them to remember your brand from among the 70,000 other factors competing for their attention on any given day."
terça-feira, 28 de julho de 2009
quinta-feira, 23 de julho de 2009
Uau sem culpa | usina
Uau sem culpa usina: "Eu tenho uma pista: o uau acontece quando damos de bandeja para o usuário algo singelo e quase óbvio que ele nem sonhava ser possível, algo que, mesmo que perguntássemos, ele não seria capaz de formular. O uau acontece quando criamos algo cujo valor salta à vista, que encanta à primeira vista, que oferece uma possibilidade imprevista, e que se encaixa na vida do usuário como uma luva.
Uaus surgem quando temos o dom de pensar, sentir e sonhar como o usuário."
Uaus surgem quando temos o dom de pensar, sentir e sonhar como o usuário."
quarta-feira, 22 de julho de 2009
sexta-feira, 17 de julho de 2009
quinta-feira, 16 de julho de 2009
the cluetrain manifesto - 95 theses
the cluetrain manifesto - 95 theses:
However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting.
This is suicidal. Markets want to talk to companies.
We are immune to advertising. Just forget it.
If you want us to talk to you, tell us something. Make it something interesting for a change.
We've got some ideas for you too: some new tools we need, some better service. Stuff we'd be willing to pay for. Got a minute?
However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting.
This is suicidal. Markets want to talk to companies.
We are immune to advertising. Just forget it.
If you want us to talk to you, tell us something. Make it something interesting for a change.
We've got some ideas for you too: some new tools we need, some better service. Stuff we'd be willing to pay for. Got a minute?
the cluetrain manifesto - 95 theses
the cluetrain manifesto - 95 theses: "In just a few more years, the current homogenized 'voice' of business—the sound of mission statements and brochures—will seem as contrived and artificial as the language of the 18th century French court."
Lovemarks and B2B branding | B2B-bloggen
Lovemarks and B2B branding B2B-bloggen: "Neurologist Donald Calne claims that people are 80% emotional and 20% rational. In branding and marketing, the essential difference between emotion and reason is that emotion leads to action while reason leads to conclusion. So, the more emotion that is involved, the more action can be expected. Or, as novelist Maya Angelou has said:
”People will forget what you said, people will forget what you did – but people will never forget how you made them feel.”"
”People will forget what you said, people will forget what you did – but people will never forget how you made them feel.”"
Lovemarks and B2B branding | B2B-bloggen
Lovemarks and B2B branding B2B-bloggen: "Branding is, in short, about drawing seller and buyer closer to each other on an emotional level."
AllAboutBranding.com : Create Enticing Brands, not 'Lovemarks'
AllAboutBranding.com : Create Enticing Brands, not 'Lovemarks': "The first rule is that you have a greater chance in creating a rare benefit or even an exclusive one (meaning: Differentiation), if you create for your brand a benefit that is 'off-core' in your category. The core benefits are all the benefits that consumers are used to expecting from a product such as yours and they are perceived as important for such a product (from safety in a car to multimedia features in mobile phones). In all that concerns the core benefits, my recommendation is for a 'defense strategy': don't let your competitors be better then you. On the other hand, there is no point for you to make extra efforts in such a direction. Any innovation that you introduce into core benefits will be quickly imitated, as competitors also recognize that these are important benefits to the consumer.
What you are looking for is a benefit that is intuitively important to the consumer, but not yet connected with your product category (I call this: Off-Core Differentiation). An example of this is the commitment at the heart of the strategy of The Body Shop chain of stores for the protection of the environment and helping the needy all over the world. Other examples include the wild humor of the Joe Boxer underwear brand; the policy of Virgin to use a mischievous and cheeky spirit to break the rules of the game and beat the larger companies, creating fun for the consumer along the way; the support of Vans to non-institutionalized sports of teenagers; the provocativeness of Diesel; and there are many more examples. In this way, successful brands enjoy immunity from imitation by competitors, as what they are doing seems so irrelevant to the category. The second rule is to supply this benefit in a new manner, unique and different from how it is supplied in other product categories."
What you are looking for is a benefit that is intuitively important to the consumer, but not yet connected with your product category (I call this: Off-Core Differentiation). An example of this is the commitment at the heart of the strategy of The Body Shop chain of stores for the protection of the environment and helping the needy all over the world. Other examples include the wild humor of the Joe Boxer underwear brand; the policy of Virgin to use a mischievous and cheeky spirit to break the rules of the game and beat the larger companies, creating fun for the consumer along the way; the support of Vans to non-institutionalized sports of teenagers; the provocativeness of Diesel; and there are many more examples. In this way, successful brands enjoy immunity from imitation by competitors, as what they are doing seems so irrelevant to the category. The second rule is to supply this benefit in a new manner, unique and different from how it is supplied in other product categories."
domingo, 12 de julho de 2009
Aesthetics, package reduction and recycling laws drive packaging design in Japan - PackWebAsia.com
Aesthetics, package reduction and recycling laws drive packaging design in Japan - PackWebAsia.com: "“All inclusive design, also known as Universal Design, has had a growing influence on Japanese packaging design in recent years” says the report’s author “By considering the special needs of niche markets at the start of the design process for each project rather than as an afterthought requiring separate costly production runs. The special needs of a broad range of groups, such as the elderly, vision impaired, physically disabled, small children, left-handed people and even non-Japanese speaking foreigners can be incorporated into mainstream packaging.”"
sexta-feira, 10 de julho de 2009
quinta-feira, 9 de julho de 2009
Winning Ugly: Innovating in times of crisis
Winning Ugly: Innovating in times of crisis: "Innovation in the 20th century was built on the ‘er’ words: make it bigger, faster, cleaner, cheaper.
Innovation in the 21st century is being created out of emotion: health, value, happiness, partnership, experience, social and cultural responsibility, fun.
So make sure you are a 21st century innovator or be left behind."
Innovation in the 21st century is being created out of emotion: health, value, happiness, partnership, experience, social and cultural responsibility, fun.
So make sure you are a 21st century innovator or be left behind."
Winning Ugly: Innovating in times of crisis
Winning Ugly: Innovating in times of crisis: "Our job now is to be creative connectors. To develop experiences that get people talking. To create the fastest, most exciting ways to get emotional connection, participation and fun."
Love Revelation
Love Revelation: "Price is what companies put on the tag. Value is what consumers feel they get from the experience."
terça-feira, 7 de julho de 2009
Winning Ugly: Innovating in times of crisis
Winning Ugly: Innovating in times of crisis: "Our job now is to be creative connectors. To develop experiences that get people talking. To create the fastest, most exciting ways to get emotional connection, participation and fun."
Nokia brand & design priorities
Check out this SlideShare Presentation:
Nokia brand & design priorities
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O Abismo da Marca - Brand Gap
Check out this SlideShare Presentation: The Brand Gap (portugues)
O Abismo da Marca - Brand Gap
View more presentations from Arnaldo Rabelo.
The Brand Gap
Check out this SlideShare Presentation: The Brand Gap
The Brand Gap
View more presentations from coolstuff.
domingo, 5 de julho de 2009
sábado, 4 de julho de 2009
:: TROIANO :: Consultoria de Marca
Kevin Roberts, Saatchi & Saatchi: "It's the spirit, not the values. Trustmarks are surrounded by mythical stories and characters. Brands are obsessed with values. Brand values, company values -- all crap! They've got it completely wrong, which is why they stay brands. To me, it's all about spirit, not about values."
sexta-feira, 3 de julho de 2009
Digital Design Blog » Blog Archive » Brands Do.
Digital Design Blog » Blog Archive » Brands Do.: "What a brand says will always be important, but in this day and age what a brand does – how it acts and how it brings its beliefs to life in ways that add value to consumers — will be the most important, and ultimately the most engaging"
Digital Design Blog » Blog Archive » Escaping The Brand Management Trap
Digital Design Blog » Blog Archive » Escaping The Brand Management Trap: "The only way to prepare for a world in which actions speak louder than advertising is to invest in people platforms and services as much as companies invest in brand building and product marketing today. It’s time to fully embrace “people” as marketing’s third pillar."
Digital Design Blog » Blog Archive » Escaping The Brand Management Trap
Digital Design Blog » Blog Archive » Escaping The Brand Management Trap: "This way of thinking puts the emphasis on deciding how much to either “build brand” or “push product.” Typically this starts do drive decisions about the entire marketing ecosystem, including efforts around advertising, messaging, media spend, digital vs traditional, Superbowl spot or not?, etc.
Marketing’s Third Pillar: People
But this type of thinking is no longer as relevant in an era built on social interactions. Now marketers need consider a “third pillar” — people."
Marketing’s Third Pillar: People
But this type of thinking is no longer as relevant in an era built on social interactions. Now marketers need consider a “third pillar” — people."
Digital Design Blog » Blog Archive » Brands Do.
Digital Design Blog » Blog Archive » Brands Do.: "They need to find meaningful ways for their brands to participate, as well –- but not in the traditional manner of pushing tired old messages at consumers. No, today, brands need to build strength through action."
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