Brand

Brand is the "name, term, design, symbol, or any other feature that identifies one seller's product distinct from those of other sellers."[1] Brands are used in business, marketing, and advertising. In accounting, a brand defined as an intangible asset is often the most valuable asset on a corporation's balance sheet. The word "brand" is often used as a metonym referring to the company that is strongly identified with a brand. Marque or make are often used to denote a brand of motor vehicle, which may be distinguished from a car model. History[edit] The word "brand" derives from the Old Norse "brandr" meaning "to burn" - recalling the practice of producers burning their mark (or brand) onto their products.[2] The Italians used brands in the form of watermarks on paper in the 13th century.[4] Blind Stamps, hallmarks and silver-makers' marks are all types of brand. Cattle were branded long before this. Around 1900, James Walter Thompson published a house ad explaining trademark advertising.

Introducing the Modern Marketing Manifesto There are two big questions about marketing as a discipline at the moment. Firstly, is it becoming more, or less, important within organisations? Secondly, has digital completely changed what marketing is or has it fundamentally remained the same? As you might expect we at Centaur, under the Marketing Week and Econsultancy brands, champion the cause of marketing, and marketers, globally. We believe the value of marketing is, rightly, in the ascendancy. We have always maintained that digital marketing does not exist in isolation. Here follows our Modern Marketing Manifesto with its suggested twelve constituents. Editor's note: Having listened to your feedback on the Modern Marketing Manifesto, we've now produced a final version and are now seeking signatories from anyone who is happy to support and endorse the manifesto. 1. We believe marketers should sit at the board table and help set strategy. Great businesses look beyond the horizon. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

2013 Review: the best thought leadership Transparency, authenticity and purpose were recurring themes in a bumper crop of research studies that added to the body of knowledge about brand, reputation and engagement in 2013. All three topics can be traced—at least in part—to the increasing role of social media in shaping stakeholder relationships. The use of digital and social channels by consumers has increased corporate transparency (a trend researchers suggest organizations should embrace rather than resist); raised expectations when it comes to authenticity; and led to greater scrutiny of organizational purpose that goes beyond creating good products and delivering good profits. The 12 most interesting “expert knowledge” articles of the past 12 months: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

2014 Edelman Trust Barometer About Trust We believe that trust is an asset that enterprises must understand and properly manage in order to be successful in today’s complex operating environment. Unlike reputation, which is based on an aggregate of past experiences with a company or brand, trust is a forward facing metric of stakeholder expectation. The 2014 Edelman Trust Barometer is the firm’s 14th annual exploration of trust. Read More Trust Around the World Our fourteen years of data indicates that trust is heavily influenced by geography. Trust in Asia Pacific, Middle East & Africa Trust in Business The 2014 Edelman Trust Barometer explores four factors that influence trust in business: industry or sector, country of origin, enterprise type and leadership. Building Trust For companies looking to build or restore trust, the 2014 Edelman Trust Barometer offers insights on the path forward.

Building Authority Brands In this article in Business Week, Howard Schultz talks about how the mighty Starbucks brand lost its way – mistaking aroma rather than coffee for the core of its business and embarking on a strategy that saw it shift seriously off-course. The problem, as Schultz explains, is that by the time the company realized that they had diluted their brand position, breakfast sandwiches had become 3 percent of the company’s total revenue. Getting back on track was a big call. He did it anyway. We talk a lot these days about thought leadership – but really, I see that as a component of a bigger objective: market authority. I actually picked up five: The first decision is obvious – decide what you want to be the authority in as a brand, and keep the faith. The second decision is about doing everything you can to retain and foster that authority. Thirdly, stop doing those things that don’t reinforce your authority, even if they were your ideas in the first place. Where Marketers Evolve.