In a world where data has become a common denominator across business units, marketers have a new assignment: demonstrate the value of your brand and show your work. Finding the value of a brand is complicated but we have a methodology that makes it simple.
Merging brands is a process that requires changing the point of view and inviting customers into a new initiative. It is important for the process of a merger or acquisition to be done sensibly and methodically, while utilising the company’s marketing and brand management capabilities. Liana Dinghile, executive strategy and development director at Siegel+Gale, talks about success, challenges and communications within an M&A framework.
In this episode of Brand Matters, Rana Brightman, director of strategy in London, discusses how to maintain a position of leadership in a world that’s increasingly complex, volatile and uncertain, while elaborating on the value of brand purpose.
Siegel+Gale’s research, developed in conjunction with SAP and Shift Thinking, and published in Harvard Business Review, suggests that digital brands operate and think differently from traditional brands. To explore this difference in mindset, this survey of 5,000 U.S. consumers asked them about 50 brands, both traditional and digital.
As AI begins to shape our daily lives, brands must consider how they shift their behaviors and interactions to meet customers’ evolving expectations. We’re seeing misconceptions about how and when brands should experiment with AI, and what else the AI trend will usher in. Brands will need to think beyond creating experiences they want people to adhere to and start thinking about creating behaviors they want people to adopt.
When companies approach branding firms like Siegel+Gale for guidance on merging two corporate or product brands, the request is typically for us to develop a name, logo, endorsement strategy and story for the new merged entity. In many cases, however, it’s not the right move to simply create and launch a new brand identity overnight. Merging brands is a process. It’s about transitioning equity, shifting perceptions and migrating customers.
Mergers and acquisitions are big business. With a record 3.2 trillion in M&A expected in 2018*, it’s not surprising that companies devote most of their attention and resources to the financial, operational and logistical components of a merger or acquisition. Focusing on the implications of how the merger or acquisition will affect the brand is less tangible, and therefore often put on the back burner or just plain neglected. Ultimately, that can be a costly mistake.
A recent study shows that organizations who invest in simplifying their workplace benefit from greater trust, advocacy, innovation and retention among employees. Despite this, 30 percent of employees find their workplace complex and difficult to navigate.
SMPL Q&A is a blog feature in which we interview experts on all things relevant to branding, design and simplicity. In this Q&A we speak with strategist Jenna Isken about the customer journey in airline travel.
We’re all used to experiences with a brand not being up to scratch, due to human error, tech fails or something occurring beyond anyone’s control. But even in these times, it’s when a brand can take a moment to bring a little delight or moment of lightheartedness into a customer’s day-to-day, or be able to escalate with an immediate response that really makes the difference.
BRAND BUILDING is a blog feature in which our experts present an in-depth POV on topics ranging from branding to design to experience, all through the lens of simplicity. Here Ben Osborne, head of insights for Siegel+Gale EMEA, discusses the art of turning marketing-speak into a financial language that proves its value and resonates with the board.