Comments on: Why Brand is Big http://www.identityworks.com/forum/identity-strategy/why-brand-is-big/ Just another WordPress weblog Thu, 17 May 2012 03:38:18 +0000 http://wordpress.org/?v=2.7.1 hourly 1 By: Michael Holdren http://www.identityworks.com/forum/identity-strategy/why-brand-is-big/comment-page-1/#comment-586 Michael Holdren Thu, 06 Aug 2009 15:17:28 +0000 http://www.identityworks.com/forum/?p=91#comment-586 Another aspect to consider why "brand" is becoming such a phenomenon: in recent years Marty Neumeier has published a book or two on Branding, and Armin and Bryony have launched the Brand New website. With AT&T and UPS getting identity updates, Paul Rand and Saul Bass's names and legacies have come to the attention of many of today's designers. These are the same designers who are part of corporate in-house teams, who will now pitch and preach the necessity of "branding" and corporate identity to their superiors either out of professional ambition to move up the ladder, or make themselves look more knowledgeable, or to get an opportunity to do "big" projects. To me, it seems this is what is a larger part of the movement - what goes on behind closed doors from the bottom up. I hesitate to give too much credit to the C-level executives who suddenly have epiphanies on the importance and value of a brand. Another aspect to consider why “brand” is becoming such a phenomenon: in recent years Marty Neumeier has published a book or two on Branding, and Armin and Bryony have launched the Brand New website. With AT&T and UPS getting identity updates, Paul Rand and Saul Bass’s names and legacies have come to the attention of many of today’s designers. These are the same designers who are part of corporate in-house teams, who will now pitch and preach the necessity of “branding” and corporate identity to their superiors either out of professional ambition to move up the ladder, or make themselves look more knowledgeable, or to get an opportunity to do “big” projects. To me, it seems this is what is a larger part of the movement - what goes on behind closed doors from the bottom up. I hesitate to give too much credit to the C-level executives who suddenly have epiphanies on the importance and value of a brand.

]]> By: Marco Rezende http://www.identityworks.com/forum/identity-strategy/why-brand-is-big/comment-page-1/#comment-559 Marco Rezende Tue, 04 Aug 2009 17:29:40 +0000 http://www.identityworks.com/forum/?p=91#comment-559  Clive, David Ogylvy tell us the story about advertising as a high risk game. For evey dollar spent, only 50 cents will bring a positive return. Well, since that time, the world changed. Now business is looking for a more effective comunication with the market place. And that is Branding by Design answer: effectiveness. I am sure that every one dollar invested in Identity industry will drive susbtantial income.    Clive,
David Ogylvy tell us the story about advertising as a high risk game. For evey dollar spent, only 50 cents will bring a positive return. Well, since that time, the world changed. Now business is looking for a more effective comunication with the market place. And that is Branding by Design answer: effectiveness. I am sure that every one dollar invested in Identity industry will drive susbtantial income.
 

]]> By: Tony Spaeth http://www.identityworks.com/forum/identity-strategy/why-brand-is-big/comment-page-1/#comment-486 Tony Spaeth Mon, 27 Jul 2009 20:50:59 +0000 http://www.identityworks.com/forum/?p=91#comment-486 <p>Marius, I have not specifically tracked "new leader" as a situation factor; but if I went back through my twenty-year data base of Reviews, I bet we could establish a very strong connection. New leaders commonly initiate (or even result from) fundamental strategy reviews. They are less bound by inertia. Many actively seek to express their presence in high-impact ways -- and to tell a good story, you can't beat a good rebranding.</p> <p>My guess: If we eliminate structural drivers (mergers, spinouts, where there may be a new leader but that's a secondary factor) and focus on strategic and functional drivers (see the <a href="http://www.corporatebrandmatrix.com" target="_blank" rel="nofollow">Corporate Brand Matrix</a>), we will find that a leadership change helps us understand the direction and timing of as many as 60% of rebrandings.</p> <p>Are there any doctoral candidates out there who would like to study the connection between leadership change and identity change?</p> Marius, I have not specifically tracked “new leader” as a situation factor; but if I went back through my twenty-year data base of Reviews, I bet we could establish a very strong connection. New leaders commonly initiate (or even result from) fundamental strategy reviews. They are less bound by inertia. Many actively seek to express their presence in high-impact ways — and to tell a good story, you can’t beat a good rebranding.

My guess: If we eliminate structural drivers (mergers, spinouts, where there may be a new leader but that’s a secondary factor) and focus on strategic and functional drivers (see the Corporate Brand Matrix), we will find that a leadership change helps us understand the direction and timing of as many as 60% of rebrandings.

Are there any doctoral candidates out there who would like to study the connection between leadership change and identity change?

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