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The Last Word

The Last Word Forging the Brand W e know their names, their slogans, the colors of their logos, even the shape s of their pack­ ages. Think of the curve o f the Coca-Cola bottle, th e motion implied in the Nike swoosh. Some­ time s their images linger long after the real thin g is gone. Sure, there' s more than one wa y to make a brand indelible. The question is, what does a company do with a brand after it makes its mark? "Because everything moves, study ever undertaken—is "A successful brand is more a brand cannot remain 75%. Clearly, something is than just a label: It' s an immobile. A brand is always wrong with the way compa­ alternate vision of reality. in transition. It needs to nies are managing and mar­ In the Marlboro world, men evolve. ... If a brand rests on keting their brands." are nigged and independent; its heritage, fails to question Kevin J. Clancy, CEO, in the Volvo world, children itself, and builds only on its Copernicus: The Marketing are safe. Our purchase is a past, before long it will come Investment Strategy Group, ticket that transports us." to appear complacent and Auburndale, Mass. David Boorstin, senior vice static. It needs to be nour­ president, Diefenbach ished with ideas and new "Brands are many compa­ Elkins, a corporate brand initiatives." nies' most undervalued and consulting firm based in Jean-Marie Dru in underieveraged assets." New York City Disruption: Overturning Weston Anson, chairman, Conventions and Shaking TLA, a trademark and "Many marketers are their Up the Marketplace licensing consulting firm in own worst enemy. They (John Wiley & Sons, 1996) La Jolla, Calif. inflate their brands until the [See page 24] brand loses all its meaning. "Rather than design a What' s a Chevrolet? A large, "However brand equity is product to fit a business small, cheap, expensive car. defined, it's quite clear that plan, successful brand No wonder Chevrolet has lost it' s ailing. Market shares for managers must design the its leadership." established products and ser­ business—every part of the Al Ries, chairman, vices are declining, advertis­ business—to fit the needs Ries & Ries, Great Neck, ing R0I hovers around 1% to of the brand." N.Y., and author of Focus: 3%, success rates are in the Anne M. Tynion, president, The Future of Your 5% to 20% range, and cus­ North River Strategies, Inc., Company Depends on It tomer satisfaction—based a brand strategy consulting (HarperBusiness, 1996) on the largest cross-industry firm in Milwaukee 64 | May/June 1997 http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

The Last Word

Journal of Business Strategy , Volume 18 (3): 1 – Mar 1, 1997
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0275-6668
DOI
10.1108/eb039861
Publisher site
See Article on Publisher Site

Abstract

Forging the Brand W e know their names, their slogans, the colors of their logos, even the shape s of their pack­ ages. Think of the curve o f the Coca-Cola bottle, th e motion implied in the Nike swoosh. Some­ time s their images linger long after the real thin g is gone. Sure, there' s more than one wa y to make a brand indelible. The question is, what does a company do with a brand after it makes its mark? "Because everything moves, study ever undertaken—is "A successful brand is more a brand cannot remain 75%. Clearly, something is than just a label: It' s an immobile. A brand is always wrong with the way compa­ alternate vision of reality. in transition. It needs to nies are managing and mar­ In the Marlboro world, men evolve. ... If a brand rests on keting their brands." are nigged and independent; its heritage, fails to question Kevin J. Clancy, CEO, in the Volvo world, children itself, and builds only on its Copernicus: The Marketing are safe. Our purchase is a past, before long it will come Investment Strategy Group, ticket that transports us." to appear complacent and Auburndale, Mass. David Boorstin, senior vice static. It needs to be nour­ president, Diefenbach ished with ideas and new "Brands are many compa­ Elkins, a corporate brand initiatives." nies' most undervalued and consulting firm based in Jean-Marie Dru in underieveraged assets." New York City Disruption: Overturning Weston Anson, chairman, Conventions and Shaking TLA, a trademark and "Many marketers are their Up the Marketplace licensing consulting firm in own worst enemy. They (John Wiley & Sons, 1996) La Jolla, Calif. inflate their brands until the [See page 24] brand loses all its meaning. "Rather than design a What' s a Chevrolet? A large, "However brand equity is product to fit a business small, cheap, expensive car. defined, it's quite clear that plan, successful brand No wonder Chevrolet has lost it' s ailing. Market shares for managers must design the its leadership." established products and ser­ business—every part of the Al Ries, chairman, vices are declining, advertis­ business—to fit the needs Ries & Ries, Great Neck, ing R0I hovers around 1% to of the brand." N.Y., and author of Focus: 3%, success rates are in the Anne M. Tynion, president, The Future of Your 5% to 20% range, and cus­ North River Strategies, Inc., Company Depends on It tomer satisfaction—based a brand strategy consulting (HarperBusiness, 1996) on the largest cross-industry firm in Milwaukee 64 | May/June 1997

Journal

Journal of Business Strategy – Emerald Publishing

Published: Mar 1, 1997

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