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.
Behind every brand delivering simpler experiences for customers is a leader who recognizes the inherent value in keeping things simple. Here I interview leaders, often CMOs or CEOs, that we deem simplifiers. In this Simplifiers interview I speak with Ronan Dunne, EVP and Group President at Verizon Wireless.
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.
Behind every brand delivering simpler experiences for customers is a leader who recognizes the inherent value in keeping things simple. Here I interview leaders, often CMOs or CEOs, that we deem simplifiers. In this Simplifiers interview I speak with Clayton Ruebensaal, SVP, Global Brand Management at American Express.
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.
What you say and how you say it is a critical part of brand experience. It helps set the tone, express what your brand stands for and highlight how your audience can connect with your brand. The right story can inspire a purchase, belief or action—most importantly, it can inspire loyalty.