“Power branding is not an intention, nor is it merely an action. It’s a commitment.”
There’s a guy in New Mexico who really understands brand marketing.
Steve McKee is founder and president of McKee Wallwork + Company. He’s also the author of When Growth Stalls and Power Branding.
In Power Branding (2014), McKee provides concise, 2-3 page chapters that each deliver a key thought with examples. It’s an easy read that will challenge your thinking and/or reinforce any brand marketing discipline that may have gotten a bit out-of-shape.
Here are 5 Power Branding Pointers to whet your appetite:
1. Branding is everything a company does, from the logo on its letterhead, to the way it handles customer complaints, to whether its uniformed personnel keep their shirts tucked in.
His third book is full of practical tips that are integrated with solid marketing discipline. It’s easy-to-read, has lots of examples, and contains “how to” implementation steps.
Whether you’re an up-and-comer marketer or a skilled practitioner, there’s something to strengthen your marketing tool kit in this book.
4 NUGGETS PLUS 5TH BONUS TO GET YOU STARTED
1. Content Marketing Definition. “Your customers don’t care about you, your products, or your services. They care about themselves. their wants, and their needs. Content marketing is about creating interesting information your customers are passionate about so they actually pay attention to you.” Continue reading “Joe Pulizzi Knows Content Marketing. You Can Too.”→
Thanks to the PBS Masterpiece series Mr. Selfridge, viewers on both sides of the pond have been introduced to the world of retail marketing and merchandising innovator Harry Selfridge.
In 1909, Harry Gordon Selfridge launched his eponymous London department store Selfridges, which today is an iconic landmark. The store revolutionized the shopping experience for British consumers, and observers credit it for helping to propel major societal changes in pre-World War II Britain.
The current Selfridges store pays homage to its namesake founder:
“Harry Selfridge was the first in the UK to allow customers to touch and interact directly with the store’s products and the first to sell a broad mix of inexpensive and extremely luxurious items under one roof. Effectively, he wanted for every customer to feel welcome at his store. He was also the only one to relentlessly use his store as a theatre, an exhibition space and a playground to delight customers with unexpected experiences. Retail theatre was born.”
While the TV series is outstanding, I’ve especially enjoyed learning about the business philosophy that underpinned how Selfridge operated the store. More than 100 years later, his breakthrough thinking remains spot-on and valuable to today’s marketing and business practitioners.
In 1918, Selfridge published The Romance of Commerce, in which he articulated his philosophy and explained his business ideas.
Last year,Adams Media released an abridged and updated version, from which I’ve selected and organized some of his timeless marketing and business ideas.
Take a few mid-summer reading minutes and soak-in the timeless wisdom of Harry Selfridge.
This ability, therefore, to organize, to breathe into others that fire of enthusiasm, that quality of judgment, that spirit of progress, has long been considered by thinking men of commerce as the final and greatest of all qualities, the test of supreme commercial genius.
I loved the book. Marquet has distilled his philosophy into a concise, attention-keeping, easy read filled with examples of how he and his crew turned the worst performing nuclear sub into the best.
You, too, can apply this philosophy, but first you’ll have to adopt a new mindset that will lead to different actions. Marquet’s thesis is that we need to transform leadership from a “leader-follower” mode to one of “leader-leader.” That’s how he transformed the USS Santa Fe from a dysfunctional “one captain and 134 crewmen” into a high-octane operation of “135 thinkers.” Continue reading “Nuclear Sub Commander Transforms Leadership, Gets Winning Performance”→
Montgomery has formed new thoughts about strategy based on years of teaching and coaching global business executives. She writes:
“I came to see that we cannot afford to think of strategy as something fixed, a problem that is solved and settled. Strategy – the system of value creation that underlies a company’s competitive position and uniqueness – has to be embraced as something open, not something closed. It is a system that evolves, moves, and changes.”
The professor advises executives to consider four basic questions when it comes to strategy:
What does my organization bring to the world?
Does that difference matter?
Is something about it scarce and difficult to imitate?
Are we doing today what we need to do in order to matter tomorrow?