Companies and brands have furiously worked backwards to insert game mechanics into the user experience.
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These brands have failed to understand that apps are supposed to provide something useful.
On one hand, the pace at which online brands have entered the mainstream has been astonishing.
Shares of Intimate Brands have held up comparatively well in a bad market for retail stocks.
But those brands have farther to travel before they make it, especially out West.
Major brands have long placed ads on music and video sites with little public reaction.
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To become a next gen challenger brand, existing brands have to work a lot harder.
Many brands have relatively narrow product lines, which tends to reduce their leverage with retailers.
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Some brands have suffered loyalty losses as consumers shifted to less expensive brands that had considerable meaning.
There are few corners of society and everyday life where brands have not jostled for our attention.
Beer brands have forever been claiming that they are the beer for good friends and social situations.
That is because brands have value only where consumers have choice, which rarely exists in public services.
What (un)brands clumsily try to declare is that brands have outlived their purpose and no longer matter.
The private label brands have low prices, higher margins and are comparable in quality to national brands.
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We have now been told that 22 brands have been contaminated but I don't know what these are.
Its academic brands have powerful global appeal. (See here.) But competition, or sometimes cooperation, is growing abroad.
The people who have successfully rebooted their brands have owned their mistakes without letting those mistakes define them.
Most domestic beer brands have been struggling in recent years, with A-B and SABMiller feeling most of the pinch.
Many other major brands have said they are still deciding how to proceed.
These brands have achieved a unique connection with customers, creating a culture to which consumers think they must belong.
Some say that fashion, luxury or retail brands have it easier when it comes to building a global brand.
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To win a following among Chinese buyers, brands have to follow three rules.
All the other brands have stayed about where they sat during their heyday.
The world's most expensive brands have huge outlets targeting China's new urban elites.
The supermarkets' own brands have been increasing their market share only in Europe.
In a market where buyers are unashamedly experimental, brands have little value so far, except in the luxury segment.
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Create a beloved brand: Few brands have as many passionate fans as Apple.
Many brands have been adding twists to their products that enable consumers to add personalized touches in recent years.
Suzanne Davis, US business anchor of CCTV asked me today about the impact brands have when they invest in culture.
Remarkably, very few brands have defined and consistently supported a strong enough narrative that speaks specifically to their Hispanic consumers.
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