The past 18 months I’ve had an opportunity to test the BrandFoundations as never before: to integrate the cultures of multiple companies during a pandemic. The results have been magnificent. This is the story of that journey.
It seemed – at least at first blush – that air carrier Delta was taking a purpose-based stand, and that its purpose (or North Star) dictated that the company come down firmly on the opposite side of the NRA on this particular issue.
Cue the applause track for a corporation brave enough to stand on its morals, knowing full well that it’s going to take some incoming flack for doing so.
But don’t hit “play” quite yet.
Data analytics have firmly captured the imagination of business leaders everywhere. And across every functional department – from logistics to HR - it seems there is cloud-based “big data” solution designed to help businesses make sense of huge volumes of data. In theory, this should drive closer relationships and stronger connections between brands and their audiences. Yet as most CEO's know, deep and enduring brand loyalty has never been harder to achieve and maintain. Why?
This arms race promises to give marketers the unprecedented ability to put the perfect offer in front of the perfect person at the perfect time on the perfect device. There’s just one problem: EVERYONE has access to the same tools and tactics. So how can marketers leverage the power of these technologies with real and lasting competitive advantage?
For most private-equity sponsors, rebranding a portfolio company isn’t particularly high on the list of priorities. But by punting on a rebrand, sponsors are missing a prime opportunity to capture additional performance and value. Done properly, the recasting of a company’s brand can drive employee alignment, new levels of operational performance and higher valuations on exit.
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