This presentation, following a regional approach, discusses the different formats of branding in the BC era through Egyptian, Chinese, Greek and Roman archetype examination.
In January 2014 we launched Wolf & Wilhelmine, a brand shop driven by our purpose of Do Great Work, Live Great Lives.
We were first focused on building an environment for sustainable creativity - i.e. a workplace where we can do the work we love without killing ourselves.
As we’ve grown over the past two years, we’ve realized that diversity is crucial to sustainable creativity and therefore we actively foster it.
Here's how we do it...
The document summarizes information about the Amsterdam Fashion Institute (AMFI). It provides details about AMFI's mission to embrace creativity in fashion through an interdisciplinary education. The summary includes that AMFI has over 1,200 students across 3 departments, offers 1 bachelor's and 1 master's program, and emphasizes hands-on, project-based learning to prepare students for careers in fashion design, management, and branding.
Brand Architecture is your Brand Strategy. Get your strategy in place and build around it. Good examples with the auto industry compliments of Six Degrees | Sensory Branding and Interactive Marketing Company.
Many brands are misguided by so many notions around and about brand strategy. Here's a brief checklist for you to know if you are approaching your brand strategy right.
The document discusses the historical and evolving relationship between art and luxury. It describes how art and luxury have been connected for centuries through patrons like the Medicis in Italy who supported both. In the 20th century, the relationship became more collaborative with partnerships emerging between luxury brands and artists. By the 1990s, art and luxury fully fused and luxury brands began consciously using art and creativity in many aspects of their business from product design to retail experiences. However, each luxury brand utilizes art differently based on its identity and values. The relationship is now more calculated than natural but still aims to stimulate emotions through beauty and creativity.
This presentation, following a regional approach, discusses the different formats of branding in the BC era through Egyptian, Chinese, Greek and Roman archetype examination.
In January 2014 we launched Wolf & Wilhelmine, a brand shop driven by our purpose of Do Great Work, Live Great Lives.
We were first focused on building an environment for sustainable creativity - i.e. a workplace where we can do the work we love without killing ourselves.
As we’ve grown over the past two years, we’ve realized that diversity is crucial to sustainable creativity and therefore we actively foster it.
Here's how we do it...
The document summarizes information about the Amsterdam Fashion Institute (AMFI). It provides details about AMFI's mission to embrace creativity in fashion through an interdisciplinary education. The summary includes that AMFI has over 1,200 students across 3 departments, offers 1 bachelor's and 1 master's program, and emphasizes hands-on, project-based learning to prepare students for careers in fashion design, management, and branding.
Brand Architecture is your Brand Strategy. Get your strategy in place and build around it. Good examples with the auto industry compliments of Six Degrees | Sensory Branding and Interactive Marketing Company.
Many brands are misguided by so many notions around and about brand strategy. Here's a brief checklist for you to know if you are approaching your brand strategy right.
The document discusses the historical and evolving relationship between art and luxury. It describes how art and luxury have been connected for centuries through patrons like the Medicis in Italy who supported both. In the 20th century, the relationship became more collaborative with partnerships emerging between luxury brands and artists. By the 1990s, art and luxury fully fused and luxury brands began consciously using art and creativity in many aspects of their business from product design to retail experiences. However, each luxury brand utilizes art differently based on its identity and values. The relationship is now more calculated than natural but still aims to stimulate emotions through beauty and creativity.
The document discusses brand identity and its key elements. It defines brand identity as helping to define how a company plans to leverage its brand to achieve its vision, uphold its values, and achieve its mission. The document then outlines the six main facets that comprise brand identity according to Kapferer's Brand Identity Prism model: capabilities, internal culture and values, noble purpose, brand personality, shared values and community, and aspirational self-image. It provides examples for each facet and emphasizes that strong brands are built on a clear set of shared values and vision of how the world could be improved.
Laura Fischer and Jorge Espejo define a brand as a name, symbol or design that identifies a seller's products and differentiates them from competitors. A brand can have national, regional or global coverage. A brand's communication, including its package, label and packaging, must be consistent so its image is firmly positioned in consumers' minds. An effective brand story expresses the unique essence of a brand in a way that resonates with its target audience.
The document discusses brand promises and how to develop and deliver on them. A brand promise is a statement that identifies what customers should expect from interactions with a company's products, services, and people. It conveys the company's character rather than just describing what it does. Developing an effective brand promise involves determining a company's value proposition, points of differentiation, brand attributes, and a concise promise statement. Delivering on the promise requires brand "proof points" where customers experience the promise through all touchpoints like websites and stores. The brand performance model and life cycle help ensure internal consistency and management over time to maintain credibility of the brand promise.
The document provides an overview of a brand strategy toolkit that is designed to help marketers and students create and implement effective brand strategies. It defines brand strategy as a plan to systematically develop a strong, coherent brand to enhance revenue and profits. The brand strategy process involves conducting a brand audit, analyzing the target market, developing brand elements, and creating an integrated communications strategy to ensure consistency across touchpoints.
This document outlines the SEAGULL W4P branding process used by the agency. It involves 3 main steps - the Brand Challenge, Brand Wings, and Brand Flight Map. The Brand Challenge identifies opportunities through research. Brand Wings creates the brand architecture through additional research and analysis. The Brand Flight Map provides rollout recommendations across customer touchpoints. Examples are given of how this process has been applied to brands in various industries like insurance, retail, manufacturing, and real estate. Key people at the agency and their experience are also mentioned.
The annual report is the definitive ranking for creative excellence in branded communications and provides insights, analysis and interviews with Lion-winning creators.
Mark Opanasiuk - Product Market Fit - Genesis AcademyMark Opanasiuk
Product Market Fit - concept overview lecture.
Agenda
(1) Why most of startups fail?
(2) What is Product Market Fit?
(3) Customer Discovery for Problem Solution Fit
(4) Customer Validation for Product Market Fit
(5) Indicators of Product Market Fit
(6) After PMF - scaling and company building
The document discusses different types of brand architecture structures including branded house, endorsed brands, and house of brands. It provides examples of each type such as FedEx using a masterbrand structure under the branded house model. Marriott International is an example of an endorsed brand where the company name endorses individual product brands. Procter & Gamble is an example of a house of brands structure where each product line has its own unique branding. The document also outlines key steps to defining the right brand strategy such as clarifying the value proposition, segmentation, brand pillars, benefits, and compelling reasons to believe. It provides questions to consider when evaluating an expansion or addition of a new brand to a portfolio.
BRAND STRATEGY OVERVIEW: KICKER a Digital Media Start UpAnn Odell
Kicker is a digital explainer news platform for people who care about what's happening in the world & need to get up to speed quickly. The snapshot approach to what really matters today includes multi-media context & the back story for why it matters.
My role was Marketing Strategist, joining in it's second year of operation to guide cohesion through research, insights, content creation, design & implementation to help drive greater brand awareness, grow partnership networks & financial sustainability.
My approach included:
- missing research: user/non-user data, competitor, industry, influencers
- communications audit
- data interpretation
- competitive analysis
- persona development
- holistic strategy identifying user-acquisition priorities
- key message development
- voice-tone & design integration of all digital channels
- guiding branded content development
- facebook ad campaigns
- pitch development for sponsorship funding & advisory board
- program development for student campus reps network
Kicker's audience is 66% Millennial.
This document discusses the concept of disruption in marketing. Disruption involves radically new ideas that help brands reach their vision faster, as opposed to convention which involves doing the same things repeatedly. The document provides examples of disruptive strategies used by companies like Apple, Adidas, Vinamilk and Best Carings that helped make their brands more inspiring and successful. These strategies established emotional connections with customers rather than just focusing on product features or promotions.
Creative Business Ideas: 10 Years of Euro RSCG Breakthrough ThinkingEuroRSCGMoscow
The document discusses creative business ideas (CBIs) and their importance. It provides definitions of a CBI, noting that they are transformational, change business strategy, and drive profitable growth. CBIs have become central to the identity and success of Euro RSCG since 2000. The rest of the document outlines lessons learned from 10 years of CBIs, including finding prosumers to identify future trends, creating buzz around ideas to drive engagement, collaborating widely to deliver more, making ideas meaningful to consumers, constantly innovating to maintain momentum, thinking beyond traditional categories, overcoming limitations through creativity, embracing social media, and being first to market with new concepts.
This document provides a literature review on the history and origins of streetwear culture. It discusses how streetwear began in the United States in the 1980s, influenced by surf, skate, punk and hip hop cultures on the west and east coasts. It then explores how streetwear developed internationally, focusing on its growth in Japan, influenced by brands like BAPE, and how Japanese streetwear came to influence cultures globally. The document examines some of the key brands, locations, and figures that helped define streetwear culture in its early decades.
This document discusses the importance of branding, particularly for micro, small, and medium enterprises (MSMEs). It defines branding as more than just a logo - it is a promise, experience, and relationship that identifies the maker or seller of a product or service. Branding provides benefits like memorability, loyalty, familiarity, and the ability to charge premium prices. It also creates goodwill and lowers marketing expenses. For MSMEs specifically, branding is necessary to build reputation in the market and differentiate themselves from competitors. Even small businesses need an expressive brand to stand out and connect with customers on a deeper level. Effective branding through a recognizable name or symbol, like McDonald's iconic golden arches, is
Alexander Wang Beauty - Extension Line DevelopmentPicha Choo
Alexander Wang aims to launch a cosmetics line to complement its fashion brand. A market analysis found the U.S. makeup market was worth $6.6 billion in 2014, dominated by L'Oreal, Estee Lauder, Revlon, and P&G. Wang's line would target younger consumers dressing in its modern styles. Products would use the brand's simple color schemes and clean lines. Key factors for success include consistent branding, selling in Wang and Sephora stores, and attractive packaging.
1. A Tabela Referencial de Valores da Adegraf tem como objetivo auxiliar os profissionais de design do Distrito Federal a estabelecerem seus orçamentos, discriminando trabalhos comumente realizados e suas características básicas.
2. Os valores são referências para evitar grandes diversidades entre preços praticados para uma mesma peça.
3. Cada profissional deve levar em conta seus custos fixos, experiência e outros fatores ao formular seu orçamento final.
Best Practices in Brand Portfolio StrategyFullSurge
A tutorial workshop on the best practices in brand portfolio strategy prepared for and facilitated on behalf of The Institute for the Study of Business Markets (ISBM).
The document discusses factors to consider when choosing a brand name. It explains that a brand name identifies and differentiates a brand, and that people form associations and perceptions from a name. Key factors include ensuring the name is memorable and fits the brand, reflects the product/philosophy, is available for trademark and as a domain name, and has positive connotations without negative associations. Examples like Fitbit and Nike are given of names that communicate effectively about the brand.
Tom Roach, BBH London’s Head of Effectiveness, discusses the importance of difference in business, marketing and creativity, and shares some key data to help you avoid drowning in the ‘sea of sameness’.
The document outlines a 3-step workshop on branding:
Step 1 provides a 30-minute overview of branding and marketing concepts, and framework for collaboration.
Step 2 involves participants filling out brand squares to analyze their brand message, crafting an emotional brand message, and presenting a brand vision.
Step 3 is about developing an engagement plan, mapping touchpoints to tell their story, scheduling marketing duties, and delivering consistent content across channels.
Many organizations struggle to use an approach like design thinking for innovation. Some fear that its open-ended character does not produce actionable outcome, others do not find internal buy-in. We have 6 hands-on tips and strategies how to convince your organization to give it a try.
Vivaldi Partners Social Currency Study 2010VIVALDI
Social currency refers to the extent to which people share a brand or information about it as part of their everyday social lives. The document discusses how building social currency is now critical for brands due to the rise of social media and how people integrate technologies into their daily lives. It also explains that social currency increases brand engagement, access to information, identity, and permission to interact with customers. Companies must adopt new approaches centered around interaction, collaboration, and co-creation to build social currency effectively and create value in today's digital world.
Social currency is the extent to which people share a brand or information about it socially. The study found that social currency significantly drives brand loyalty and allows brands to command a price premium. While social currency involves six key levers, which levers are most important varies by category and competitive context. Successful brands strive to be an integral part of people's daily lives by enabling them to connect, interact, and benefit through the brand's community of users.
The document discusses brand identity and its key elements. It defines brand identity as helping to define how a company plans to leverage its brand to achieve its vision, uphold its values, and achieve its mission. The document then outlines the six main facets that comprise brand identity according to Kapferer's Brand Identity Prism model: capabilities, internal culture and values, noble purpose, brand personality, shared values and community, and aspirational self-image. It provides examples for each facet and emphasizes that strong brands are built on a clear set of shared values and vision of how the world could be improved.
Laura Fischer and Jorge Espejo define a brand as a name, symbol or design that identifies a seller's products and differentiates them from competitors. A brand can have national, regional or global coverage. A brand's communication, including its package, label and packaging, must be consistent so its image is firmly positioned in consumers' minds. An effective brand story expresses the unique essence of a brand in a way that resonates with its target audience.
The document discusses brand promises and how to develop and deliver on them. A brand promise is a statement that identifies what customers should expect from interactions with a company's products, services, and people. It conveys the company's character rather than just describing what it does. Developing an effective brand promise involves determining a company's value proposition, points of differentiation, brand attributes, and a concise promise statement. Delivering on the promise requires brand "proof points" where customers experience the promise through all touchpoints like websites and stores. The brand performance model and life cycle help ensure internal consistency and management over time to maintain credibility of the brand promise.
The document provides an overview of a brand strategy toolkit that is designed to help marketers and students create and implement effective brand strategies. It defines brand strategy as a plan to systematically develop a strong, coherent brand to enhance revenue and profits. The brand strategy process involves conducting a brand audit, analyzing the target market, developing brand elements, and creating an integrated communications strategy to ensure consistency across touchpoints.
This document outlines the SEAGULL W4P branding process used by the agency. It involves 3 main steps - the Brand Challenge, Brand Wings, and Brand Flight Map. The Brand Challenge identifies opportunities through research. Brand Wings creates the brand architecture through additional research and analysis. The Brand Flight Map provides rollout recommendations across customer touchpoints. Examples are given of how this process has been applied to brands in various industries like insurance, retail, manufacturing, and real estate. Key people at the agency and their experience are also mentioned.
The annual report is the definitive ranking for creative excellence in branded communications and provides insights, analysis and interviews with Lion-winning creators.
Mark Opanasiuk - Product Market Fit - Genesis AcademyMark Opanasiuk
Product Market Fit - concept overview lecture.
Agenda
(1) Why most of startups fail?
(2) What is Product Market Fit?
(3) Customer Discovery for Problem Solution Fit
(4) Customer Validation for Product Market Fit
(5) Indicators of Product Market Fit
(6) After PMF - scaling and company building
The document discusses different types of brand architecture structures including branded house, endorsed brands, and house of brands. It provides examples of each type such as FedEx using a masterbrand structure under the branded house model. Marriott International is an example of an endorsed brand where the company name endorses individual product brands. Procter & Gamble is an example of a house of brands structure where each product line has its own unique branding. The document also outlines key steps to defining the right brand strategy such as clarifying the value proposition, segmentation, brand pillars, benefits, and compelling reasons to believe. It provides questions to consider when evaluating an expansion or addition of a new brand to a portfolio.
BRAND STRATEGY OVERVIEW: KICKER a Digital Media Start UpAnn Odell
Kicker is a digital explainer news platform for people who care about what's happening in the world & need to get up to speed quickly. The snapshot approach to what really matters today includes multi-media context & the back story for why it matters.
My role was Marketing Strategist, joining in it's second year of operation to guide cohesion through research, insights, content creation, design & implementation to help drive greater brand awareness, grow partnership networks & financial sustainability.
My approach included:
- missing research: user/non-user data, competitor, industry, influencers
- communications audit
- data interpretation
- competitive analysis
- persona development
- holistic strategy identifying user-acquisition priorities
- key message development
- voice-tone & design integration of all digital channels
- guiding branded content development
- facebook ad campaigns
- pitch development for sponsorship funding & advisory board
- program development for student campus reps network
Kicker's audience is 66% Millennial.
This document discusses the concept of disruption in marketing. Disruption involves radically new ideas that help brands reach their vision faster, as opposed to convention which involves doing the same things repeatedly. The document provides examples of disruptive strategies used by companies like Apple, Adidas, Vinamilk and Best Carings that helped make their brands more inspiring and successful. These strategies established emotional connections with customers rather than just focusing on product features or promotions.
Creative Business Ideas: 10 Years of Euro RSCG Breakthrough ThinkingEuroRSCGMoscow
The document discusses creative business ideas (CBIs) and their importance. It provides definitions of a CBI, noting that they are transformational, change business strategy, and drive profitable growth. CBIs have become central to the identity and success of Euro RSCG since 2000. The rest of the document outlines lessons learned from 10 years of CBIs, including finding prosumers to identify future trends, creating buzz around ideas to drive engagement, collaborating widely to deliver more, making ideas meaningful to consumers, constantly innovating to maintain momentum, thinking beyond traditional categories, overcoming limitations through creativity, embracing social media, and being first to market with new concepts.
This document provides a literature review on the history and origins of streetwear culture. It discusses how streetwear began in the United States in the 1980s, influenced by surf, skate, punk and hip hop cultures on the west and east coasts. It then explores how streetwear developed internationally, focusing on its growth in Japan, influenced by brands like BAPE, and how Japanese streetwear came to influence cultures globally. The document examines some of the key brands, locations, and figures that helped define streetwear culture in its early decades.
This document discusses the importance of branding, particularly for micro, small, and medium enterprises (MSMEs). It defines branding as more than just a logo - it is a promise, experience, and relationship that identifies the maker or seller of a product or service. Branding provides benefits like memorability, loyalty, familiarity, and the ability to charge premium prices. It also creates goodwill and lowers marketing expenses. For MSMEs specifically, branding is necessary to build reputation in the market and differentiate themselves from competitors. Even small businesses need an expressive brand to stand out and connect with customers on a deeper level. Effective branding through a recognizable name or symbol, like McDonald's iconic golden arches, is
Alexander Wang Beauty - Extension Line DevelopmentPicha Choo
Alexander Wang aims to launch a cosmetics line to complement its fashion brand. A market analysis found the U.S. makeup market was worth $6.6 billion in 2014, dominated by L'Oreal, Estee Lauder, Revlon, and P&G. Wang's line would target younger consumers dressing in its modern styles. Products would use the brand's simple color schemes and clean lines. Key factors for success include consistent branding, selling in Wang and Sephora stores, and attractive packaging.
1. A Tabela Referencial de Valores da Adegraf tem como objetivo auxiliar os profissionais de design do Distrito Federal a estabelecerem seus orçamentos, discriminando trabalhos comumente realizados e suas características básicas.
2. Os valores são referências para evitar grandes diversidades entre preços praticados para uma mesma peça.
3. Cada profissional deve levar em conta seus custos fixos, experiência e outros fatores ao formular seu orçamento final.
Best Practices in Brand Portfolio StrategyFullSurge
A tutorial workshop on the best practices in brand portfolio strategy prepared for and facilitated on behalf of The Institute for the Study of Business Markets (ISBM).
The document discusses factors to consider when choosing a brand name. It explains that a brand name identifies and differentiates a brand, and that people form associations and perceptions from a name. Key factors include ensuring the name is memorable and fits the brand, reflects the product/philosophy, is available for trademark and as a domain name, and has positive connotations without negative associations. Examples like Fitbit and Nike are given of names that communicate effectively about the brand.
Tom Roach, BBH London’s Head of Effectiveness, discusses the importance of difference in business, marketing and creativity, and shares some key data to help you avoid drowning in the ‘sea of sameness’.
The document outlines a 3-step workshop on branding:
Step 1 provides a 30-minute overview of branding and marketing concepts, and framework for collaboration.
Step 2 involves participants filling out brand squares to analyze their brand message, crafting an emotional brand message, and presenting a brand vision.
Step 3 is about developing an engagement plan, mapping touchpoints to tell their story, scheduling marketing duties, and delivering consistent content across channels.
Many organizations struggle to use an approach like design thinking for innovation. Some fear that its open-ended character does not produce actionable outcome, others do not find internal buy-in. We have 6 hands-on tips and strategies how to convince your organization to give it a try.
Vivaldi Partners Social Currency Study 2010VIVALDI
Social currency refers to the extent to which people share a brand or information about it as part of their everyday social lives. The document discusses how building social currency is now critical for brands due to the rise of social media and how people integrate technologies into their daily lives. It also explains that social currency increases brand engagement, access to information, identity, and permission to interact with customers. Companies must adopt new approaches centered around interaction, collaboration, and co-creation to build social currency effectively and create value in today's digital world.
Social currency is the extent to which people share a brand or information about it socially. The study found that social currency significantly drives brand loyalty and allows brands to command a price premium. While social currency involves six key levers, which levers are most important varies by category and competitive context. Successful brands strive to be an integral part of people's daily lives by enabling them to connect, interact, and benefit through the brand's community of users.
Modern brands own their own infrastructure - their own means for reaching, interacting, servicing and selling to their customers. This is a deck we've been using at Zeus Jones to discuss and develop infrastructure for our clients' brands.
The document discusses social media analysis of the Rugby World Cup Twitter account @RugbyWorldCup. It provides statistics on the account's followers, most influential followers, social media footprint, country distribution of followers, and analysis of its YouTube channel. The presentation also discusses iGo2 Group, a social business solutions company, and how it can help organizations leverage social media through strategies, intelligence, and community building.
Social Media Revolution - Creating value for your B2B business in the Adhesive and Sealant Industry. A presentation by Ira Kaufman and Patsy Stewart with Entwine Inc., at the 2010 ASC Spring Conference.
Social Media B2B Marketing: Adhesives and Sealants Industry Entwine Inc
Social Media Revolution - Creating value for your B2B business in the Adhesive and Sealant Industry. A presentation by Entwine Inc at the 2010 ASC Conference
Social Media effect on today's enterprise, What are Social Brands and Social Enterprises, and the difference between them.
How should leaders consider integration of Social Media in the organization, and much more..
Contact raz@kinshipdigital.com for presentation notes.
Brands in the digitally connected world, social media, social technologies, business strategy, and innovation
Update on Feb 2014: Check out our newest report on the "Always-On Consumer" 2014 here: http://www.slideshare.net/vivaldipartners/alwayson-consumer-2014-report-by-vivaldi-partners-group
1) Branding concepts focus on creating an iconic product design that engages consumers emotionally and creates brand loyalty. The product experience becomes a vehicle for the overall brand experience.
2) SPELT (Social, Political, Economic, Legal and Technological) factors influence both individuals and organizations and their needs. The exchange process between their needs drives business growth and profits.
3) Successful brands like Nike and Diesel have created strong brand tribes by developing rituals, practices and identities that their loyal followers embrace. They have transformed their brands into ways of living.
This document discusses best practices for using various social media platforms to promote events and build relationships. It provides tips for using Facebook, LinkedIn, Twitter, Instagram, Pinterest, Google+, YouTube, Flickr, Foursquare, social bookmarking sites, SlideShare, and intention-based social networks. The key recommendations include creating branded profiles, sharing engaging content, listening to audiences, driving participation through promotions and contests, integrating social media into the overall event experience, and measuring results. The document emphasizes using social media to strengthen relationships and create memorable brand experiences.
Building a Connected Brand: How Brands Become Publishers in a Real-Time Marke...iCrossing
Brands, media, and audiences used to have distinct roles in the marketing relationship. Today those roles overlap, creating new opportunities and expectations. People are now their own publishers of opinions, experiences, and preferences. They share those sentiments with each other in social spaces. Media properties are now playing host to serious conversations, with readers functioning as active contributors to the story. Brands are realizing that audiences are demanding more of them than simply shouting about their products and services — they are now expected to share back. As these forces blur together, the roles and expectations for brands, media and audiences will continue to change. Find out more at http://www.icrossing.com
Building a Connected Brand: How Brands Become Publishers in a Real-Time Marke...Alisa Leonard
The document discusses how brands must evolve into "media machines" to connect with audiences in today's real-time marketing world. It argues that brands, media, and audiences now overlap and all are both content creators and distributors. To succeed, brands must become aware of constantly changing audience needs, agile in adapting content, and actively engage audiences through two-way conversations. Content and community are essential for brands to support audiences throughout their decision making and remain relevant. Connectedness, focusing on audiences through useful content and engagement, is key to marketing success in this environment.
The document discusses how brands must evolve into "media machines" to connect with audiences in today's real-time marketing world. It argues that brands, media, and audiences now overlap and all are both content creators and distributors. To succeed, brands must become aware of constantly changing audience needs, agile in adapting content, and actively engage audiences through two-way conversations. Content and community are essential for brands to support audiences throughout their decision making and remain relevant. Connectedness, focusing on audiences through useful content and engagement, is key to marketing success in this new environment.
Brands As Publishers - Digital Brand Strategy at iCrossing, a Hearst CompanyRob Garner
The document discusses how brands must evolve into media platforms and adopt an always-on marketing approach to succeed in today's connected world. It emphasizes that brands need to focus on listening to audiences, creating engaging content, and continuously measuring their performance. The document provides a framework called "The Connected Marketing Playbook" that guides brands through essential activities like creating a customer listening program to understand audiences and engaging audiences through content and community.
Singley + Mackie provides various social media services including community management, analytics and reporting, Facebook application development, video production, and promotions. They aim to help brands grow their marketable base through engagement and conversions. As a virtual agency, they employ strategic and creative experts around the world to design effective social media campaigns.
Delivering on the Promise: Five Ways to Drive Brand Effectiveness with Social...NM Incite
Building successful brands hinges on applying social media insights at every stage of the brand lifecycle. This white paper outlines 5 ways to effectively employ social media to drive positive brand equity and ultimately refine your strategy to create deeper, emotional engagement with your consumers.
Moving Innovation from Buzzword to ActionZeus Jones
People — not processes — are what build every great business. The same is true of innovation. Here's how to build a culture of innovation within any company.
Modern Experience Design for MIMA - Minnesota Interactive Marketing AssociationZeus Jones
On Wed, March 21 Adrian Ho gave a presentation for Minnesota Interactive Marketing Association's monthly event. The response was super positive, so we thought we'd make the deck available to folks who weren't able to attend!
While delivering experiences has become more critical for brands; changes in technology and culture are reshaping the landscape for how, where and when those experiences can be delivered. This is a practical guide (backed by light theory and example) of how to plan and design modern brand experiences.
Zeus Jones Mount Olympus Collective – Summer Internship ProgramZeus Jones
We're on the lookout for smart people from a diverse background to form what we're calling the Mount Olympus Collective. The goal is to bring a group of people together, with different backgrounds and areas of study that our own, to expand how we approach and solve problems for both our clients and internally generated initiatives and products.
Deadline for applying is April 8th. If you have any questions, you can email intern@zeusjones.com.
What was once an objective on every key brand strategy document has become an overused, and at times, a meaningless phrase. Almost like an involuntary reflex, communication became — and continues to be — the most popular tool for showcasing brand transparency. This deck explores a model for thinking about transparency in a modern world.
How To Write Like a Human - by Claire DawsonZeus Jones
This document provides tips for writing concisely and clearly. It begins with four main rules: know what you want to say, be concise, be clear, and edit. It then elaborates on each rule with examples and additional tips. Some key points include planning before writing, cutting unnecessary words, avoiding jargon, getting feedback from others, and writing in a relaxed, human tone. Proper use of grammar like contractions is also emphasized. The overall message is to focus on distilling ideas down to their essence and using language that is easy to understand.
Zeus Jones Design Homework - Gordon McIntyre-LeeZeus Jones
The homework assignment is a key element in our hiring process. There's no set rules as to how we define the assignment, but in this case we asked Gordon to get his hands dirty and solve a problem similar to something we often face in our day to day business. There's a passion for cycling in our company and when it came time to select a brand to work on, we thought a cycling brand would be interesting and fun to work on. This is completely spec work as Schwinn is not a client of ours. Needless to say the homework was given an A+ and he's now a big part of our Design Dept.
MN AIGA Design Camp 2014 - Modern Branding with Zeus JonesZeus Jones
Designers at Zeus Jones don’t just push pixels. In addition to solving a wide array of design challenges, the team actively contributes to overall brand strategy and solves real business problems to make a meaningful impact for clients. Designers are deeply involved in every step of the process — from running workshops and leading inter-departmental teams to managing client relationships.
This hands-on workshop will take you through the unique process that drives design thinking at Zeus Jones. You’ll solve a brief by identifying a strategic design opportunity, developing preliminary design treatments and preparing your pitch for the client. You’ll see how pushing your strategic and creative thinking beyond typical agency expectations can deliver bigger, better results for clients while also boosting your own capabilities across the board.
Zeus Jones believes actions speak louder than words, that modern businesses are defined not by what they say but what they do. Zeus Jones’ mission is to help build modern businesses. The company opened its doors in 2007 in Minneapolis and expanded to include a San Francisco office earlier this year. Clients include General Mills, Nestle Purina, Nike, Nordstrom and Post-It.
This document presents logo and uniform options for MN United FC under four categories: Conveying Unity, The Iron Range, Deer, and Natural Elements. For Conveying Unity there are 3 options that use interlocking typography. For The Iron Range there is 1 option paying homage to Minnesota's mining heritage. For Deer there is 1 option inspired by Minnesota's state animal. For Natural Elements there are 3 options inspired by the Mississippi River, North Star, and northern lights.
This document summarizes the history and evolution of Zeus Jones, a marketing and branding firm, from 2006 to 2012. It describes how in 2006 the company was just an idea, with no execution, but over time their thinking matured and their beliefs proved prophetic. By 2012, Zeus Jones had developed long-term client relationships, worked on projects instead of hourly, developed strategies and brought them to life through production, built modern brands defined by their actions, extracted value from ideas in various ways, and were paid flat fees or bonuses. The document emphasizes that the company is defined by the work they've done and decisions they've made.
This presentation, given at Planningness 2011 in Minneapolis, is about our realisation that our traditional strategy and production processes were holding us back as we tried to build more modern kinds of marketing programs. Through the course of some other projects we landed upon the idea of production as strategy or thinking as you make and making as you think. We've tried to lay out some of the things we've learned along the way - but we're definitely still learning.
The document discusses Zeus Jones' process for designing packaging for a fragrance brand called Thymes. The process involves getting to know the client, the products, competitors, and finding open spaces in the category. Moodboards are then created and designs are developed. The document walks through applying this process to four potential Thymes fragrances, summarizing the brand assets, product personalities, competitive landscapes, and proposed directions for each. It concludes that understanding the client and category helps stand out from competitors, and collaborative design solves business problems.
The presentation I gave at the Burlington Social Media breakfast on 2/1/10. The theme is around the idea that social media marketing doesn't take advantage of the real promise of social technology.
This document is a series of posts from Zeus Jones, an advertising agency, dated Monday, April 27, 2009. It discusses the differences between classic and modern branding. Modern brands are defined by their purpose and culture, deliver experiences, and build trust through transparency rather than authority. They empower customers and create communities. The roles of brands and the advertising industry need to be re-examined by asking profound questions about business models and how to produce value for customers.
This is the presentation I gave at the recent Conferência de Planejamento do GP 2008 in Sao Paulo. It\'s about the two experiences that convinced me and my partners that we needed to do something different.
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8. Product Dominant Logic
SUPPLY CHAIN COMPANY VALUE CUSTOMER
Brands are a form of value, and traditional brands were built upon
a one-way transmission of value from company to consumer.
9. Service Dominant Logic
RESOURCE INTEGRATION RESOURCE INTEGRATION
COMPANY VALUE CUSTOMER
Stephen Vargo and Robert Lusch. Journal of Marketing, January 2004
With the proliferation of interactive media, academics realized
that one-way value models needed to evolve.
This gave rise to a new model of co-created value.
11. CORE BELIEF
& PURPOSE
PURSUIT PURSUIT
PURSUITPURSUIT
…with a “modern brand“ model, built
around collaboration with groups of
consumers and communities.
12. NCSA Mosaic Web Browser
But in recent years, that company-to-consumer interaction
has dramatically magnified and fragmented.
13. Now, a wide range of different voices impacts and shapes a brand’s perceived
value. These can change how people feel about your brand over night.
14. Service Dominant Logic
RESOURCE INTEGRATION RESOURCE INTEGRATION
COMPANY VALUE CUSTOMER
Stephen Vargo and Robert Lusch. Journal of Marketing, January 2004
So, in the last two years, a new model of value has arisen,
and it’s moving from co-created value…
15. Customer Dominant Logic
RESOURCE INTEGRATION
COMPANY VALUE CUSTOMER
Kristina Heinonen and Tore Strandvik Journal of Services Marketing, 2015
EXPERIENCE CONTEXT CULTURE
…to a world where consumers, their past experiences, their context and their
culture have a much larger impact upon value than the company’s activities.
Value today is created by consumers and given to brands.
16. CORE BELIEF
& PURPOSE
PURSUIT PURSUIT
PURSUITPURSUIT
So, at Zeus Jones, we’re evolving our
thinking about brands again. We’re moving
from isolated, stand-alone brand models…
17. CORE BELIEF
& PURPOSE
CORE BELIEF
& PURPOSE
CORE BELIEF
& PURPOSE
CORE BELIEF
& PURPOSE
CORE BELIEF
& PURPOSE
PARTNER
PLATFORM
OWNED
PLATFORM
OWNED
PLATFORM
PAID
PLATFORM
PARTNER
PLATFORM
PAID
PLATFORM
PARTNER
PLATFORM
CORE BELIEF
& PURPOSE
CORE BELIEF
& PURPOSE
…to networked or ecosystem models - models that
recognize the fact that your brand sits within a world of
explicit and implicit relationships that have huge
impact on how people feel.
18. DAVID OGILVY
—
The intangible sum of
a product’s attributes.
OWNED BY COMPANY CO-CREATED OWNED BY CUSTOMER
JOHN GRANT
—
The sum of the great
ideas used to build
that brand.
ZEUS JONES
—
The sum of the assets
and networks that are
owned by the brand.
BRANDS AS IDEAS BRANDS AS ACTIONS BRANDS AS ECOSYSTEMS
We’re entering the third wave of brand
19. Characteristics of a brand ecosystem:
Complex and diverse. They exhibit emergent properties that
aren’t planned and can’t be controlled.
• Different processes at different levels of scale
• Share a common purpose, aligned around mutual success
• Living, evolving, adaptive organisms
24. Properties of an
Engagement Platform
—
Primary growth engine for
the company
Based upon an operational
asset
Delivers an exchange of value
Acquisition tool that often
generates WOM
Engages collaboration partners
Increased usage builds its value
Delivers marketing benefits as
collateral, not primary, purpose
25. Properties of a
Loyalty Platform
—
Generates frequency of usage
Leverages external content
creators for efficiency
Assembles brand and partner
assets into a cohesive
“media” network
Optimized for traffic/SEO and
user experience
Can contain both digital and
physical assets
Fed by other platforms
26. Properties of a
Mass Platform
—
Aggregates advocates and
media to drive scale
Operates on the company’s
calendar
Works in pulses or bursts
that are timed to big news
Often has its own marketing
program built around it
Highly connected to other
platforms
27. Shared platforms
• Bring new ideas and audiences to brands
• Helps them extend into areas of culture
that they can’t access alone
28. Properties of
Shared Platforms
—
Delivers something entirely new,
not old things in combination
Brings different ideas together
Cultural freshness and
relevance is a key output
Contains multiple levels of
engagement
Virality built in, not about
catering to a mass audience
30. Small brands suffer from lower market share and
lower loyalty (purchase frequency).
Loyalty is an outcome of market share - not the
other way around.
The surest way to gain
market share is to increase
your penetration (make your
product more available).
DOUBLE JEOPARDY
PROF. ANDREW EHRENBERG
33. Paid Platform Strategy
—
Availability, not interruption:
Make it really easy to buy your
product/service.
Don’t interfere with other
actions users are trying to take.
34. Business ecosystem
The relationships and partnerships within your supply,
manufacturing, services, distribution and retailing chain.
The individuals in your organization and partner
organization and their personal, business, political and
spiritual affiliations.
36. Business Ecosystem Strategy
—
About reshaping value,
perception and industry.
Achieves commercial, social
and environmental goals
simultaneously.
Makes ecosystem owners
incredibly difficult to unseat or
disrupt.
37. CORE BELIEF
& PURPOSE
CORE BELIEF
& PURPOSE
1. Owned platforms
2. Shared platforms
3. Paid platforms
4. Business ecosystem
Increase distribution
Increase awareness
Increase engagement
Organic growth
Communication of news
Value enhancement
Reputation change
Business transformation
Gain or increase relevance
Meaning or image extension
Audience extension
39. Those companies holding leadership roles may
change over time, but the function of ecosystem
leader is valued by the community because
it enables members to move
toward shared visions to align
their investments, and to find
mutually supportive roles.
THE DEATH OF COMPETITION
JAMES F. MOORE
40. Society is demanding that companies, both public
and private, serve a social purpose. To prosper over
time, every company must not only deliver
financial performance, but also show how it makes
a positive contribution to society.
Companies must ask
themselves: What role do we
play in the community? How
are we managing our impact
on the environment?
LETTER TO CEOS
LARRY FINK CEO BLACKROCK
41. Brand Purpose Strategy
—
Corporate social
responsibility is not an add-
on to purpose.
It needs to be a central part
of the mission.
It must be aligned with and
integrated into the business
overall.
46. Culture’s role is progress
http://www.today.com/video/crowd-turns-its-back-on-hillary-clinton-to-capture-selfies-773131843750
47. Conducted a study to examine the relationship
between cultural evolution and human evolution.
Culture is essentially a
second inheritance
mechanism that operates
in conjunction with our
genetic system.
PROFESSOR IN HUMAN EVOLUTION AND SOCIAL CHANGE
CHARLES PERRAULT
54. DAVID OGILVY
—
The intangible sum of
a product’s attributes.
OWNED BY COMPANY CO-CREATED OWNED BY CUSTOMER
JOHN GRANT
—
The sum of the great
ideas used to build
that brand.
ZEUS JONES
—
The sum of the assets
and networks that are
owned by the brand.
BRANDS AS IDEAS BRANDS AS ACTIONS BRANDS AS ECOSYSTEMS
We’re entering the third wave of brand
55. Modern brands
Guided by a purpose
Internal culture
Multiple coherent ideas
Deliver an experience
Trust through transparency
Progress by iterating
Empowering
Marketing is built in
Create a community
Ecosystem brands
Aligned around a purpose
Relationships and assets
Multiple coherent platforms
Coordinate an ecosystem
Shared destiny
Constant evolution
Sustaining
Marketing is invisible
Support their community