Creating a strong culture that can support an organization's identity requires effort, measurement and management. Volkswagen should focus on four key priorities to begin repairing the organization from the inside out.
Higher education leaders must rethink their schools' purpose, brand and culture -- and establish unique values focused on outcomes.
Mistakes and snags are part of any customer relationship -- they can't be avoided. But organizations can build trust with customers when they 'fess up to problems and handle them fairly and candidly. Here's how to do it right.
When it comes to building customer engagement, you want your employees to stand apart from your rivals' employees. That's because the "people" factor is often the most important element, outweighing the combined impact of product features, convenient locations, and even low prices.
Self-branded people are of tremendous value to all kinds of organizations, according to a marketing expert. Indeed, he argues that constructing your personal brand may be the best thing you can do for your workplace and for yourself -- especially now.
Now is as good a time as any to be thinking about your personal brand identity. With so many people worrying about their real market value and millions looking for work, having a strong personal brand has become an urgent priority.
In this rough economic climate, it's more critical than ever that you and your customers know why your company is in business, says a leading marketing expert whose clients have included Wal-Mart, Southwest Airlines, and the U.S. Air Force.
Marketers, take note: It’s not enough to tell consumers that your offerings have changed. Brands such as KFC, Wal-Mart, and Abu Dhabi may encounter a credibility gap between what they say and what they do.
Companies everywhere are facing the harsh realities of a global recession. Each day brings stories of organizations cutting staff, shedding brands, and even pondering bankruptcy. But be forewarned: Every cut has an impact beyond today’s bottom line.
To maintain profits, many businesses are continually looking for ways to reduce costs. Shortchanging the customer experience, however, may cause long-term problems.
Setting pricing strategies is never easy, but it's even more challenging in a tough economy. If you aren't sure you're getting the most out of your prices when times are flush, how do you know what to charge when consumers are reluctant to buy at all? To tackle this problem, businesses must first understand the psychology of their customers.
Changing your brand promise involves a lot more than altering your advertising. That's because whether you're selling casual dining, SUVs, or daily newspapers, the promise isn't the only thing that matters -- the delivery counts too.
Companies around the globe, such as Starbucks, Procter & Gamble, and Wal-Mart, are battling with the marketing challenges posed by a tough economy. What strategies work best for these global brands -- and why? A marketing expert tackles these questions.
Nova Southeastern University in Florida has gone to vast lengths to build its brand, in much the same way a successful business would. Here's how the school applied management practices commonly used in corporations and governmental organizations to its brand-building effort.
Powerhouse brands such as Chrysler, Sears, Visa, and Coca-Cola have recently changed their marketing leadership. Are the cast-off executives victims of high expectations? Or are their employers failing to recognize what really drives the health of their brands? Bill McEwen, author of Married to the Brand, tackles these questions, which are daunting today's marketing chiefs at companies across many industries.