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Branding Your Firm At Every Touchpoint
The most important assets of any business are intangible: it’s company name, brands, symbols, slogans, and their underlying associations like perceived quality, awareness, customer base and proprietary assets (e.g., patents, trademarks, etc.). Companies that understand this put significant energy into every detail of their brand and charge enormous premiums for the brands they create. Over time, this premium is transferable to the next owner. A little upfront planning and skillful management can deliver long lasting results.

Other world brands Related Articles

Mines a BMW thats me
When it comes to cars and other products and services most of us have a pretty good idea of what particular brands stand for, and an accurate mental map of where they stand in relation to other brands. We don't have to think twice about the relative positions of a BMW and a Daewoo, or a Carlsberg and a Carling for example.

Where Branding Goes Wrong, And What to Do About It.
People in my industry are always quick to point out the branding success stories. We readily site examples like Starbucks, McDonalds, Nike, Dell, MasterCard, Coke, and other world-renowned brands. Each gained true distinction and took a leadership position because they were determined to do so. They invested heavily in reinforcing their position with aggressive brand-building, and rarely waivered from their brand identity. But what about all the brands that failed, despite determination and dollars?

Humble Beginnings: The Early Years of ‘Coco’ Chanel
The simple mention of the name ‘Chanel’ and images of luxury, grandeur and haute couture spring up in minds across the world. As one of the most recognized and venerated brands in fashion history, Chanel came from the impoverished streets of France to revolutionize women’s fashion and liberate it from its restrictions. Thirty years after her death, Chanel’s lasting impact on the fashion world can still be felt.

Retailer Brands - Lessons from UK and what it takes
Retailers are assuming that consumers will embrace retailer-owned brands. They may be in for a big surprise. Hopefully, being sensible, they will have researched this move. Not to do so would be naive. It is suggested that Stephen Cain, when at Coles, was behind the plan to move to a higher percentage of retailer-owned brands. Maybe, but it is worth pointing out that his experience of UK food retailing was with ASDA - a committed EDLP strategist. ASDA increased its percentage sales of retail brands in recent years by relying on PRICE not VALUE. There is a difference!
CHINA FRANCHISE UPDATE
China is the worlds most populace country and emerging as one of the largest consumer markets in the world, soon to led by only the United States. China's increasing middle class has a desire and appetite for western brands and products. A strong component of this dynamic are the products and services provided by U.S. franchisors. The challenge is to match the appeal of foreign franchise brands with the demand of the Chinese consumer. Recent actions by the Chinese Government have raised the price of admission for foreign franchisors.
"Don't Think Pink: What Really Makes Women Buy—and How To Increase Your Share Of This Crucial Market" by Lisa Johnson & Andrea Learned
Johnson and Learned provide an insightful look into how women want brands to communicate to them, how brands should listen, and what women really want. Rating: 4/5
Multi-brand strategies - pitfalls and pluses
As franchising grows in Australia so does the number of franchisors that operate more than the one brand. Rod Young from DC Strategy discusses the multiple-brand strategy. They may be disparate brands, not related to each other except they occupy retail shopping centre space. For example, the Pets Paradise, Warner Bros. Studios (all company owned) and Billy Baxter’s Coffee Shops are all controlled by the one group. Alternatively, and more commonly, multiple brands in related industries such as the Donut King and BB’s Café brands owned by Retail Food Group, the Muffin Break and Jamaica Blue brands owed by Foodco Group, and the Drytron and Bizzi Beez brands owned by Fibrecare Group, are long established multi-branded networks.

Food franchising come of age in India: FICCI
Food franchising has come of age in India. Northern India boast of having 70% brands of 408 brand franchisors, Western India with 386 brands, Southern India with 250 brands and the Eastern India with 58 brands. Over 30% of new food outlets which are coming up in almost all the cities across the country are through franchise system, 17% share of food and beverages in the organized sector is operated by franchisors in the country. There are 1200 franchisors at present, out of which 150 are exclusively dealing in food and beverage retail 75% of which are of Indian origin and rest are international.
Social Media Principle 5 – WITH People, Not TO People
Marketing is something you do WITH, not TO, people. Successful brands realise that being social isn’t about where, it’s about how for the last 30 yrs or so, brilliantly controlled brand management was the perfect approach for persuading a mass market of credulous consumers who eagerly put their faith in brands.
Social Media predictions for this 2012
We are a month in to 2012 and already we are ready starting to see a number of changes in the social media world. Here are my predictions for this year. Brands and business need to measuring positive results such as an increase in sales or brand awareness and see where these positives are coming from. A lot top brands have developed fully integrated social apps in to their Facebook pages, but these are extremely expensive especially if they do not develop a return. They need to look at what ROI they are getting back from investing in a social app. I can't stress this enough that all social media campaigns need to look at getting a return. Throughout 2012 this factor will become more important and will sort those campaigns that can develop a return from those who cannot.
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