Brand Launch Quotes

Many times, the idea we come up with is not to fit for the current times but if launched at the right time can do wonders.

Everything is brand-new, I will be the first and only tribute to use this Launch Room.

Pandora launched into a detailed account of her conversation with the hermit crab, reporting that his name was Shelley, after the poet, whose works he admired. He was a well-traveled crustacean, having flown to distant lands while clinging to the pink leg of a herring gull who had no taste for shellfish, preferring hazelnuts and bread crumbs. One day, the herring gull, who possessed the transmigrated soul of an Elizabethan stage actor, had taken Shelley to see Hamlet at the Drury Lane theater. During the performance, they had alighted on the scenery and played the part of a castle gargoyle for the entire second act. Shelley had enjoyed the experience but had no wish to pursue a theatrical career, as the hot stage lights had nearly fricasseed him. Gabriel stopped digging and listened, transported by the wonder and whimsy of Pandora's imagination. Out of thin air, she created a fantasy world in which animals could talk and anything was possible. He was charmed out of all reason as he watched her, this sandy, disheveled, storytelling mermaid, who seemed already to belong to him and yet wanted nothing to do with him. His heart worked in strange rhythms, as if it were struggling to adjust to a brand new metronome. What was happening to him?

flip side: its growing vulnerability. A failed launch, a

The problem with MVPs, and with the “something > nothing” model, is that if you launch to a large customer base or a broad community, you build brand association with that first version.

Everything is brand-new, I will be the first and only tribute to use this Launch Room. The arenas are historic sites, preserved after the Games. Popular destinations for Capitol residents to visit, to vacation. Go for a month, rewatch the Games, tour the catacombs, visit the sites where the deaths took place. You can even take part in reenactments.

This is when the pill became widely known as The Pill, perhaps the only product in American history so powerful that it needed no name. Women went to their doctors and said they wanted it. They wanted The Pill. Some of them might still have been uncomfortable talking about birth control. Others might have been unsure of its brand name. But The Pill was The Pill because it was the only one that mattered, the one everyone was talking about, the one they needed.

When police arrested a New York bus driver for running down a schoolgirl in a crosswalk… the New York Daily News decried what it saw as mistreatment of one of the city’s bus drivers. The head of the transit union protested this enforcement of the city’s new Right of Way Law as “outrageous, illogical and anti-worker” while branding the head of a city street safety advocacy group “a progressive intellectual jackass.” The same union previously launched a work slowdown when another bus driver faced sanctions for killing a seventy-eight-year-old woman in a crosswalk in December 2014. All this occurred because police sought to enforce _misdemeanor_ charges in cases of pedestrians who were run over in crosswalks where they had the clear right of way.

Tears explode from my eyes, pouring down my face. I launch myself at Jaxon, legs around his waist, clinging to him. His hand moves over my back as he whispers, “Do you like it?” A simple yes would probably suffice. Instead I take his face in my hands and tell him, “You’re my line.” “What?” “The line that marks my before and after. I met you during the worst time in my life, and everything that’s come since you has been so much better. This, Jaxon?” I gesture at a sky I’ve been dreaming of seeing in person for as long as I can remember. That’s when I notice the blanket laid out by the shore, the pillows, a bag of takeout, a pile of warm clothes, and my brand-new telescope, set up and pointing at the stars. I sniffle, tears dripping down my cheeks. “This is my favorite day, and it’s because of you.

The Bill of Rights is largely a prescription for preventing government from restricting the flow of information and ideas. But the Founding Fathers did not foresee that tyranny by government might be superseded by another sort of problem altogether, namely, the corporate state, which through television now controls the flow of public discourse in America. I raise no strong objection to this fact (at least not here) and have no intention of launching into a standard-brand complaint against the corporate state. I merely note the fact with apprehension, as did George Gerbner, Dean of the Annenberg School of Communication, when he wrote: Television is the new state religion run by a private Ministry of Culture (the three networks), offering a universal curriculum for all people, financed by a form of hidden taxation without representation. You pay when you wash, not when you watch, and whether or not you care to watch.

What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our copywriters? What content types do we already have? What contexts are appropriate for the delivery of our content, and how will we translate our information into multiple content types appropriate for different screens, resolutions, locations, and contexts? Is existing content still good? Is it still current, relevant, and brand-appropriate for our needs, our users’ needs, and the context in which we want to deliver it? How will we get more content to bridge the gaps between what we have and what we need? What is the workflow that already supports that, and do we need to refine it? How will we make the case for these new content types to other team members who help shape the user experience? Who will do this for launch? Who will maintain content on an ongoing basis? Who will train them? How will we help people find the answers, definitions, and other information they need? What are the relationships within our content?

issue is clear. It’s the difference between building brands and milking brands. Most managers want to milk. “How far can we extend the brand? Let’s spend some serious research money and find out.” Sterling Drug was a big advertiser and a big buyer of research. Its big brand was Bayer aspirin, but aspirin was losing out to acetaminophen (Tylenol) and ibuprofen (Advil). So Sterling launched a $116-million advertising and marketing program to introduce a selection of five “aspirin-free” products. The Bayer Select line included headache-pain relief, regular pain relief, nighttime pain relief, sinus-pain relief, and a menstrual relief formulation, all of which contained either acetaminophen or ibuprofen as the core ingredient. Results were painful. The first year Bayer Select sold $26 million worth of pain relievers in a $2.5 billion market, or about 1 percent of the market. Even worse, the sales of regular Bayer aspirin kept falling at about 10 percent a year. Why buy Bayer aspirin if the manufacturer is telling you that its “select” products are better because they are “aspirin-free”? Are consumers stupid or not?

The issue is not merely one of false stories, incorrect facts, or even election campaigns and spin doctors: the social media algorithms themselves encourage false perceptions of the world. People click on the news they want to hear; Facebook, YouTube, and Google then show them more of whatever it is that they already favor, whether it is a certain brand of soap or a particular form of politics. The algorithms radicalize those who use them too. If you click on perfectly legitimate anti-immigration YouTube sites, for example, these can lead you quickly, in just a few more clicks, to white nationalist sites and then to violent xenophobic sites. Because they have been designed to keep you online, the algorithms also favor emotions, especially anger and fear. And because the sites are addictive, they affect people in ways they don't expect. Anger becomes a habit. Divisiveness becomes normal. Even if social media is not yet the primary news source for all Americans, it already helps shape how politicians and journalists interpret the world and portray it. Polarization has moved from the online world into reality. The result is a hyper-partisanship that adds to the distrust of "normal" politics, "establishment" politicians, derided "experts," and "mainstream" institutions--including courts, police, civil servants--and no wonder. As polarization increases, the employees of the state are invariably portrayed as having been "captured" by their opponents. It is not an accident that the Law and Justice Party in Poland, the Brexiteers in Britain, and the Trump administration in the United States have launched verbal assaults on civil servants and professional diplomats. It is not an accident that judges and courts are now the object of criticism, scrutiny, and anger in so many other places too. There can be no neutrality in a polarized world because there can be no nonpartisan or apolitical institutions.

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

In Andhra, farmers fear Naidu’s land pool will sink their fortunes Prasad Nichenametla,Hindustan Times | 480 words The state festival tag added colour to Sankranti in Andhra Pradesh this time. But the hue of happiness was missing in 29 villages along river Krishna in Guntur district. The villagers knew it was their last Sankranti, a harvest festival celebrated to seek agricultural prosperity. For in two months, more than 30,000 acres of fertile farmland would be acquired for a brand new capital planned in collaboration with Singapore. The Nara Chandrababu Naidu government went about the capital project by setting aside the Centre’s land acquisition act and drawing up a compensation package for land-owning and tenant farmers and labourers. Many are opposed to it, and are not keen on snapping their centuries-old bond with their land and livelihood. In Penumaka village, Nageshwara Rao, 50, fears the future as he does not possess a tenancy certificate that could have brought some relief under the compensation package. “The entire village is against land-pooling but we hear the government is adamant,” Rao says, referring to municipal minister P Narayana’s alleged assertion that land would be taken with or without the farmers’ consent. Narayana is supervising the land-pooling process. “Naidu says he would give us Rs 50,000 per year in lieu of annual crops. We earn that much in a month here,” villager Meka Koti Reddy says. To drive home the point, locals in Undavalli village nearby have put up a board asking officials to keep off their lands that produce three crops a year. Unlike other parts of Andhra Pradesh, the water-rich land here is highly productive yielding 200 varieties of crops. Some farmers are also suspicious about the compensation because Naidu is yet to deliver on the loan-waiver promise. They are now weighing legal options besides seeking Prime Minister Narendra Modi’s intervention to retain their land. While the villagers opposing land-pooling are allegedly being backed by Jaganmohan Reddy’s YSR Congress Party, those belonging to the Kamma community — the support base for Naidu’s Telugu Desam Party — are said to be cooperative.  It is also believed that Naidu chose this location over others suggested by experts to primarily benefit the Kamma industrialists who own large swathes of land in Krishna and Guntur districts. But even the pro-project villagers cannot help feel insecure. “We are clueless about where our developed area would be. What if the project is not executed within Naidu’s tenure? Is there a legal recourse?” Idupulapati Rambabu of Mandadam says. This is despite Naidu’s assurance on January 1 at nearby Thulluru, where he launched the land-pooling process, asking farmers to give land without any apprehension. He said the deal in its present form would make them richer than him in a decade. “We are not building a mere city but a hub of economic activity loaded with superior infrastructure that is aimed at generating wealth. This would be a win-win situation for all,” Naidu tells HT. As of now, villages like Nelapadu struggling with low soil fertility seem to be winning from the package.

If we do not stop these mar-makers not,...it will soon be too late. We are the only nation that can halt this crusade. It might be too late in America, but it isn't too late here. Without British support the whole scheme would collapse. For that reason the future of all nations depends upon the policy which is decided in this House. More than that, the final position of Britain in the world is being decided. If we support these anti-Communist crusades through the world as we have supported it in Greece, then our good name and existence will be threatened by the hatred of all free-thinking men. We cannot suppress all desire in Europe and Asia for social change by branding it communism from Russia and persecuting its supporters. Social change doesn't have to come from Russia, whatever the Foreign Office or the Americans say. It is a product of the miserable conditions under which the majority of the earth's population exist. There are fighters for social change in every land, here as well as anywhere.... We Socialists are among them. That is the reason for our predominance in the House to-day. The very men that we try to suppress in other countries are asking for far less liberty than we enjoy here, far less social change than we Socialists hope to initiate in Great Britain. Are we going to betray these men by labelling them Communists and crushing them wherever we find them until we have launched ourselves at Russia herself in a war that will wipe this island off the face of the earth? The American imperialists say that this is the American Century. ARe we to sacrifice ourselves for that great ideal, or are we to stand beside the people of Europe and Asia and other lands who seek independence, economic stability, self-determination, and the right to conduct their own affairs? Are we going to partake in an anti-Red campaign when we ourselves are Reds? ...... Some among us might think that there is political expediency in following this anti-Russian crusade without really getting enmeshed in it, creating a Third Force in Europe of their friends, a balancing force for power politics. In that you have the real policy of our Government to-day. But how can we avoid final involvement? Our American vanguard will stop at nothing. They hold their atom bomb aloft with nervous fingers. It has become their talisman and their faith. It is their new weapon of anti-Communism, a more efficient Belsen and Maidenek. Its first usage was morally anti-Russian. It was used to end Japan quickly so that Russia would play no part in the final settlement with that country. No doubt they would have used it on Russia already if they could be certain that Russian did not have an equal or better atomic weapon. That terrible uncertainty goads them into fiercer political and economic activity against the world's grim defenders of great liberties. In that you have the heart of this American imperial desperation. They cannot defeat the people of Europe and Asia with the atomic bomb alone. They cannot win unless we lend them our name and our support and our political cunning. To-day they have British support, in policy as well as in international councils where the decisions of peace and security are being made. With our support America is undermining every international conference with its anti-Russian politics.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

The final option to have your book completed is to hire a ghost writer. The challenge with this option is that it is important to note that your voice IS an integral part of your branding. When you hire someone else, what your readers will ultimately get is their voice. When they see you later at your website or on your social media, your voice will not be the same. This will trigger a feeling of inconsistency when relationships need to be built upon trust and authenticity. Your audience will eventually come to think you are not the “real deal” and will find another to replace you. Finally, your book is a springboard and launching pad to greater things such as speaking, interviews, a product line, etc. Will your ghost writer be available for all of that as well? How will you be able to “ghost write” your way through an interview? Hence the reason I stress speaking in your own voice. You may think you are not perfect, but your authenticity will speak in volumes to your followers and they will be customers for life if they see your true being.

...a long-term reputation is only at risk when companies engage in vocal launch activities such as PR and building hype. When a product fails to live up to those pronouncements, real long-term damage can happen to a corporate brand. But startups have the advantage of being obscure, having a pathetically small number of customers and not having much exposure. Rather than lamenting them, use these advantages to experiment under the radar and then do a public marketing launch once the product has proved itself with real customers.

Nokia is a great example of the cost of caution. In 2007, Nokia was the world’s largest and most successful maker of mobile phones, with a market capitalization of just under $ 99 billion. Then Apple and Samsung came blazing into the market. In 2013, Nokia sold its money-losing handset operations to Microsoft for $ 7 billion, and in 2016 Microsoft sold its feature phone assets and the Nokia handset brand to Foxconn and HMD for just $ 350 million. That’s a drop in value for Nokia’s mobile phone business from somewhere in the neighborhood of $ 99 billion to $ 350 million in less than a decade—a decline of over 99 percent. At the time, Nokia’s decisions may have seemed to make sense. Nokia actually continued growing even after the launch of the iPhone and Google’s Android operating system. Nokia hit its peak in terms of unit volume when it shipped 104 million phones in 2010. But Nokia’s sales declined after that, and were surpassed by Android in 2011 and iPhone in 2012. By the time Nokia’s management realized the existential threat facing them, it was too late; even the desperation play of aligning themselves with Microsoft as its exclusive Windows Phone partner couldn’t reverse the decline.

Area51. While StackExchange claims Area51 is an incubator for new sites, it’s better imagined as a gladiatorial gauntlet designed to weed out all but the most committed of leaders. In Area51, anyone can propose an idea for a new site, but the odds on any site making it through to launch is slim. The process begins by creating a proposal on the site. This alone requires a reputation score of at least 50, earned through previous contributions to the network. Once the proposal has been submitted, members progress to the definition phase. In this phase, group creators need at least five example questions and five users willing to follow the proposal within three days to avoid being deleted. If the proposal meets this criteria, it then has 90 days to attract 60 followers, 40 questions, and 10 votes. These votes help define what the site will be about. If the proposal survives the moderator chopper (many ideas are also merged or rejected for being too similar to existing sites at this stage), it moves into the commitment phase. In the commitment phase, group creators need to earn a 100% commitment score. This means at least 200 committed members, 100 of whom need to have a reputation score of 200+. A commitment isn’t made lightly; it’s an obligation to ask or answer 10 questions in the private beta phase. A member can only commit to one project at a time and a commitment means a member is putting their own reputation on the line to help someone else. If they fail to follow through (as many do), their reputation score drops. For StackExchange members, whose reputation score often helps them with future job applications, this is a big deal.

In a classic study, marketing researchers Peter Golder and Gerard Tellis compared the success of companies that were either pioneers or settlers. The pioneers were first movers: the initial company to develop or sell a product. The settlers were slower to launch, waiting until the pioneers had created a market before entering it. When Golder and Tellis analyzed hundreds of brands in three dozen different product categories, they found a staggering difference in failure rates: 47 percent for pioneers, compared with just 8 percent for settlers. Pioneers were about six times more likely to fail than settlers. Even when the pioneers did survive, they only captured an average of 10 percent of the market, compared with 28 percent for settlers.

Consumers can now scan the code on the product when they are running low, and it will be ordered and delivered within hours to their home, completely side-lining all the tools and techniques of competing manufacturers who would wish to get the consumer to brand switch. Tesco’s Homeplus in South Korea also launched a campaign that engages shoppers to buy products using QR codes. Homeplus created virtual billboards of their store aisles in subway stations, allowing passengers to shop while they waited by scanning the products’ QR codes – the groceries being delivered when they arrived home. The goal of the campaign was to help Homeplus compete with the number-one retailer, E-MART, without increasing their store numbers. Since the launch, their online sales have increased 130%, making them the top online retailer in South Korea, and a close second offline.

What they didn’t own was the mindspace and shelfspace Cadbury had painstakingly built up over 180 years, especially in emerging markets like India. Cadbury had operated in India since 1948, and have a formidable presence with a 70% share of the rapidly growing chocolate market and a sales coverage that reached over one million stores. The costs and time for Kraft to attempt to replicate this would be unsustainable. Kraft can now use the Cadbury set-up to launch their own brands, and with their superior financial resources are able to add more juice than Cadbury would have been able to. In April 2011, Cadbury India launched Oreo, the Kraft-owned world’s number-one cookie brand, using Cadbury contract manufacturing expertise to source the product locally, Cadbury mindspace to brand the product under the Cadbury name and Cadbury shelfspace capabilities to achieve widespread distribution and prominent display. Mindspace and shelfspace are the valuable currencies of FMCG industries.

Exhibition designers often specialize in one or two areas: museum displays for publicly funded institutions or commercials displays for corporate clients. [...]Typically, exhibition design encompasses areas such as "customer experiences", "brand environments", trade fair stands, launch events, consumer pavilions (including World Expos), museums, art galleries, and science and "discovery" centres.

New brands often gain sales through launch promotion, but find that repeat purchases dwindle, not through technical failure but through lack of mindspace and shelfspace. Mindspace and shelfspace are the bottlenecks, and their ownership is often the only critical resource of a brand. To

Manufacturers have one advantage that can never be overcome if used with focus, vigour and investment, and that is innovation. Yogurt, seemingly an ideal category for private label to take the lion’s share, has seen private label share decline. The top-five leaders, Danone, Yoplait/Sodiaal, Yakult Honsha, Nestlé and Müller, represent half of all yogurt sales. Their innovation has been developing premium products, like pro-biotic yogurt and yogurt enhanced with fruit, and they launch continually; between 2006 and 2010 Danone introduced nine new products. Although retailers have developed brands, Aldi has Fit & Active non-fat yogurt and Kroger has Carb Master Yogurt, they haven’t won over consumers, owing to their lack of innovation. Both are seeing sales decline.

Disney has diversified not through its key skills—after all, running a theme park or a cruise ship has little in common with making a cartoon—but through its audience. The people who go to Disney’s theme parks or buy its branded clothes are the same people who enjoy watching its cartoons and movies. This strategy—launching completely different products, aimed at existing customers—is horizontal diversification in action. How

If competitors are determined to grow in a static market, they may start to break the orderly market rules. Producing copies of rivals’ products is tempting because in the short term it ‘steals’ share and makes money. Although competitors with strong technological and marketing skills are unlikely to launch exact copies of rival brands, it is estimated that 97% of new products are not genuine innovations.6 The failure rate of new products is extremely high, around 90% two years after launch, so even though differentiated brands on the whole perform better than me-toos, me-toos are common in markets where innovation is slowing down. Once they get a hold in an industry, there is an inevitable downward pressure on prices.

THE LONGEVITY OF product brands, even those having no apparent technological advantage, is a striking characteristic of FMCG markets, as can be shown by the launch dates of 25 of the top global brands, starting with Schweppes in 1783 (

When Starbucks launched its instant coffee brand in Japan in April 2010, they invited customers to participate in a four-day taste challenge to see whether they could taste the different between Starbucks VIA Coffee Essence (known as VIA Ready Brew everywhere else) and their fresh-brewed coffee. Over one million samples were given away at their 870 retail stores, and five months later more than 10 million sticks had been sold, making it one of their most successful new product launches. Starbucks

In October 2011, Heinz UK launched a Facebook promotion where, when someone complained of being ill on their Facebook page, friends could have them sent a tin of either Cream of Chicken or Cream of Tomato soup with a personalised ‘get well’ message on the label. By such means are lifelong brand associations built.

Brand Category Year of launch Schweppes Soft drinks 1783 Cadbury Chocolate 1831 Budweiser Beer 1876 Coca-Cola Soft drinks 1886 Heineken Beer 1886 Kodak Photo 1888 Lipton Tea 1890 Wrigley Chewing gum 1892 Colgate Toothpaste 1896 Campbell’s Soup 1898 Marlboro Tobacco 1902 Pepsi Soft drinks 1903 Gillette Shaving products 1908 Camel Tobacco 1913 Danone Yogurt 1919 Kellogg’s Cereal 1922 Duracell Batteries 1930 Nescafé Coffee 1938 Fanta Soft drinks 1940 Tropicana Juices 1952 Friskies Pet food 1956 Pampers Nappies (diapers) 1961 Sprite Soft drinks 1961 Huggies Nappies (diapers) 1978 Red Bull Energy drink 1987

Hoping to create a little prestige, some retailers develop and advertise premium clothes sub-brands. In 2006, Myer, one of Australia’s largest retailers, launched a fashion line by top designer Wayne Cooper, known as ‘Wayne by Wayne Cooper Collection’. In 2010, Tesco launched a high-end fashion range, F&F, following Asda, who have created the most successful retail clothing sub-brand, George, by well-known British designer George Davies, which is worth $1.6 billion and is being rolled out in Wal-Marts across North America.

The easiest way to describe how to harness the galvanizing power of why is with a tool I call the belief statement. For example, most of Apple’s product launches in recent years feature slick videos with commentary from Apple designers, engineers, and executives. These videos, while camouflaged as beautiful product showcases, are actually packed with statements not about what the products do but about the design thinking behind them: in essence, the tightly held beliefs with which Apple’s design team operates. We believe our users should be at the center of everything we do. We believe that a piece of technology should be as beautiful as it is functional. We believe that making devices thinner and lighter but more powerful requires innovative problem solving. Belief statements like these are so compelling for two reasons. First, the right corporate or organizational beliefs have the ability to resonate with our personal belief systems and feelings, and move us to action. In fact, the 2018 Edelman Earned Brand study revealed that nearly two out of three people are now belief-driven buyers.4 And as we saw in our discussion of buyers’ emotional motivators in chapter 3, this works even if the beliefs stated are aspirational. For example, if my vision for my future self is someone who weighs a few pounds less and is in better physical shape, a well-timed ad from a health club or fancy kitchen blender evangelizing the benefits of a healthy lifestyle may be enough to rapidly convert me. In the case of Apple, the same phenomenon results in mobs of smitten consumers arriving at stores in droves, braving long lines and paying premium prices, as if to say, “Yes! I do believe I should be at the center of everything you do! Technology should be beautiful! Thinner? Lighter? More powerful? Of course! We share the same vision! We’re both cool!” (Although these actual words are rarely spoken aloud.) The second reason belief statements are so compelling is because they help us manifest the conviction and emotion critical to delivering our message in an authentic way.

The criteria that I found most valuable when making my decisions were the following: What is the size of the investor community invested in other offerings on the platform to-date? Does the platform accept investments via credit card? For example, about 40% of my crowdfunding investors invested with a credit card. Does the platform allow for campaign extensions (if you fall short of your goal within your campaign period, can you extend the campaign until you reach your goal)? I’ve extended my campaigns multiple times. Does the platform allow for multiple disbursements? I prefer to disburse money from my campaign once a month. However, many platforms don’t allow you to disburse the funds until after the campaign is over What are the fees? Platforms can charge between 5-20% of your raise as fees, with some platforms having complicated fee structures that involve taking some of your Securities as part of the offering. Some platforms require you to pay them cash upfront before launching an offering. Does the platform allow you to set your own terms? For example, some platforms don’t allow you to sell convertible notes. Some others don’t allow you to sell non-voting common stock. Some platforms insist that they set the valuation for your startup in order to launch—the logic being that they know their investors, and they want to provide them with a “good deal.” For many reasons, you want to sell the Security that’s right for your startup. Does the platform allow you to have design freedom on the campaign page? You want to make sure that your brand is well represented. The aesthetics and optimization of the page are highly correlated with conversion (how many people invest after visiting your page). Does the platform support analytics? You need advanced analytics to market your offering. Some platforms, for example, allow you to enter a Facebook Pixel and Google Analytics code into the campaign page, while others do not. Does the platform have a good reputation? You will be driving a lot of potential investors and media folks to this platform, and you want to be sure that your platform of choice hasn’t been involved in anything shady in the past. Does the platform allow you to update your investors and prospective investors with campaign notifications? Some platforms have a built-in functionality where you can post updates right on the campaign, download email, and mailing contact lists of your investors (allowing you to contact them by email and allowing you to build Facebook “lookalike audiences”). Whereas, other platforms don’t even share the email addresses of the folks who have already invested in your startup. Does the platform support or plan to support secondary trading for the Securities that it sells on its platform? Will your investors be able to sell the Securities that they buy from you? The ability to sell Securities in a marketplace brings a lot of liquidity and increases its value significantly. In order to allow for secondary trading, the platform needs to obtain an Alternative Trading System (ATS) approval from FINRA.

Just think about the incredible transformation that took place in Steve’s life and career after Pixar. In 1983, Apple launched their computer Lisa, the last project Jobs worked on before he was let go. Jobs released Lisa with a nine-page ad in the New York Times spelling out the computer’s technical features. It was nine pages of geek talk nobody outside NASA was interested in. The computer bombed. When Jobs returned to the company after running Pixar, Apple became customer-centric, compelling, and clear in their communication. The first campaign he released went from nine pages in the New York Times to just two words on billboards all over America: Think Different. When Apple began filtering their communication to make it simple and relevant, they actually stopped featuring computers in most of their advertising. Instead, they understood their customers were all living, breathing heroes, and they tapped into their stories. They did this by (1) identifying what their customers wanted (to be seen and heard), (2) defining their customers’ challenge (that people didn’t recognize their hidden genius), and (3) offering their customers a tool they could use to express themselves (computers and smartphones). Each of these realizations are pillars in ancient storytelling and critical for connecting with customers. I’ll teach you about these three pillars and more in the coming chapters, but for now just realize the time Apple spent clarifying the role they play in their customers’ story is one of the primary factors responsible for their growth. Notice, though, the story of Apple isn’t about Apple; it’s about you. You’re the hero in the story, and they play a role more like Q in the James Bond movies. They are the guy you go see when you need a tool to help you win the day.

The power of social media can launch a brand into places one never imagined were possible.

The New Anthem For thirty days, every morning and every night, find a mirror, stand up straight, and confidently say the following out loud: I, [your name], choose my thoughts. I know that doing my best starts with thinking my best. Like laying a path for an adventure, these thoughts will set the course for my actions. I’m confident that what I think matters. I’m excited to see what happens next. I’m disciplined and dedicated to stick with it. Here are ten things I know: Today is brand-new and tomorrow is too. I’ve got a gift worth giving. The only person standing in my way is me, and I quit doing that yesterday. I am the CEO of me, and I am the best boss. Winning is contagious. When I help others win, I win too. Feeling uncomfortable is just a sign that my old comfort zone is having a hard time keeping up with me. Momentum is messy. Everything is always working out for me. I am my biggest fan. The best response to obstacles is to do it anyway. In the morning I’ve pulled the slingshot back. I’m not leaving this room, I’m launching from it, ready for a day of untold opportunities. I’ve packed honesty, generosity, laughter, and bravery for the road ahead. Watch out, world! It’s time to step up, step out, and step in. In the evening What a day! The best part is I left myself a lot of fun things to work on tomorrow. When my head hits that pillow, I’m off the clock, storing up energy and excitement for a brand-new day.

When they turn sixteen, all Amish have to go on a journey—one that makes them curiously well equipped to comment on our culture. They have to go and live in the “English” world for a few years. It’s called going on Rumspringa, and out there, they don’t follow the strict Amish rules for an average of two years. They get drunk, they go to strip clubs (at least, Freeman Lee did), they use phones and the Internet. (Lee told me he always thought somebody should launch a brand of rum named Rumspringa.) And then—at the end of their youth spurt—they have to make a choice. Do you want to leave all that behind and come home to join the Amish Church—or do you want to stay out in the world? If you stay out in the world, you can still come back and visit, but you’ll never be an Amish. Around 80 percent choose to join the Church.5 This experience of freedom is one of the reasons why the Amish are never regarded as a cult. It is a genuine choice.

Torchlight Infinite Currency Generator 2023 Code Cheats No Survey No Verification The most recent game in the Torchlight franchise is called Torchlight: Infinite, and it will be released on PC, iOS, and Android. On April 24th, 2022, this game, which is a prequel to Torchlight 2, will begin its most recent closed beta, bringing with it a ton of brand-new content for gamers to enjoy. 200 years after the events of Torchlight 2 in the Ember Tech era, gamers of Torchlight Infinite are transported there. Ember has been adopted by humanity as the main source of power for everything from technology to the occult. But wealth also brings opportunity, and the dark forces in charge have grabbed this chance to sow discord and corruption. As a result, a band of powerful fighters known as Torchlight has emerged as humanity's last hope to rid the planet of evil. Heroes The list of Heroes in Torchlight will be known to those who have participated in the last closed beta: Like Carino, a Divineshot who launches lethal projectiles at foes from a distance, and Rehan, a Berserker hero who causes terrible damage in melee combat, infinite

Koch Agriculture first branched out into the beef business, and it did so in a way that gave it control from the ranch to the butcher’s counter. Koch bought cattle feedlots. Then it developed its own retail brand of beef called Spring Creek Ranch. Dean Watson oversaw a team that worked to develop a system of “identity preservation” that would allow the company to track each cow during its lifespan, allowing it over time to select which cattle had the best-tasting meat. Koch held blind taste tests of the beef it raised. Watson claimed to win nine out of ten times. Then Koch studied the grain and feed industries that supplied its feedlots. Watson worked with experts to study European farming methods because wheat farmers in Ukraine were far better at raising more grain on each acre of land than American farmers were. The Europeans had less acreage to work with, forcing them to be more efficient, and Koch learned how to replicate their methods. Koch bought a stake in a genetic engineering company to breed superyielding corn. Koch Agriculture extended into the milling and flour businesses as well. It experimented with building “micro” mills that would be nimbler than the giant mills operated by Archer Daniels Midland and Cargill. Koch worked with a start-up company that developed a “pixie dust” spray preservative that could be applied to pizza crusts, making crusts that did not need to be refrigerated. It experimented with making ethanol gasoline and corn oil. There were more abstract initiatives. Koch launched an effort to sell rain insurance to farmers who had no way to offset the risk of heavy rains. To do that, Koch hired a team of PhD statisticians to write formulas that correlated corn harvests with rain events, figuring out what a rain insurance policy should cost. At the same time, Koch’s commodity traders were buying contracts for corn and soybeans, learning more every day about those markets.

How could this American so well understand the Asian concept of face, and be so magnanimous, as to spare the soldiers the humiliation of having to turn over their weapons to an enemy? MacArthur countermanded an order by the U.S. Navy forbidding Japanese fishing vessels to venture across Tokyo Bay, lest some launch mines against the American ships there. The Japanese needed to eat, he explained matter-of-factly.

White Labeling White labeling is when another company pays you to license your product and present it with its own branding, and the moment you launch a successful product, people will start emailing you with “exciting opportunities” to white label. For the most part, these conversations are a big waste of time. Usually what you have is someone who wants to start a business but can’t build their own product. They want to pay you per account they add, but they have no audience or distribution. In the end, you’ll spend a bunch of time talking to them, writing up contracts, and taking feature requests—for nothing. If you’re approached about white labeling by a large player, it’s worth having the conversation. You know they’re not wasting your time because they don’t want to waste their own. To justify the effort of white labeling, I recommend charging an up-front fee. We’re talking tens of thousands of dollars—$30,000 to $50,000 at a minimum. If someone balks at paying that fee, they’re not willing to put enough skin in the game to warrant your efforts. I’m not a fan of white labeling in most situations. It’s a way to serve customers and make money without building a brand. We discussed above how a brand is a moat, and losing that is an unfortunate consequence of white labeling.

Zilmax seemed to be the perfect drug to bend cattle’s physiology toward the needs of Tyson’s grid contracts. The grids encourage high yields and maximize the amount of beef that Tyson can sell for each animal it kills. So does Zilmax. But there are reasons Zilmax isn’t widely used. Zilmax-inflated steaks are less tender and it decreases the fat marbling that makes for a juicy steak. The meat is leaner and cheaper to produce. It’s more like chicken, in other words. Within the beef industry, there has been strong pushback against the use of Zilmax. Cattle ranchers have tried to distinguish beef from chicken by making it higher quality and stamping it with branded measures of flavor, like the Certified Angus brand. Zilmax undermines that trend and pushes beef toward the middle range of quality. In 2008, the man in charge of the Certified Angus Beef marketing campaign came out publicly against the use of Zilmax. As president of the Certified Angus Beef brand, it was John Stika’s job to ensure that beef was produced at a certain level of quality. An industry group launched the Certified Angus Beef brand in 1978 to set beef apart from chicken and pork, making beef a premium product. Stika sent an open letter to the popular trade magazine Beef, warning about Zilmax’s use.

One way to make yourself less vulnerable to copycats is to build a moat around your business. How Can I Build a Moat? As you scale your company, you need to think about how to proactively defend against competition. The more success you have, the more your competitors will grab their battering ram and start storming the castle. In medieval times, you’d dig a moat to keep enemy armies from getting anywhere near your castle. In business, you think about your economic moat. The idea of an economic moat was popularized by the business magnate and investor Warren Buffett. It refers to a company’s distinct advantage over its competitors, which allows it to protect its market share and profitability. This is hugely important in a competitive space because it’s easy to become commoditized if you don’t have some type of differentiation. In SaaS, I’ve seen four types of moats. Integrations (Network Effect) Network effect is when the value of a product or service increases because of the number of users in the network. A network of one telephone isn’t useful. Add a second telephone, and you can call each other. But add a hundred telephones, and the network is suddenly quite valuable. Network effects are fantastic moats. Think about eBay or Craigs-list, which have huge amounts of sellers and buyers already on their platforms. It’s difficult to compete with them because everyone’s already there. In SaaS—particularly in bootstrapped SaaS companies—the network effect moat comes not from users, but integrations. Zapier is the prototypical example of this. It’s a juggernaut, and not only because it’s integrated with over 3,000 apps. It has widened its moat with nonpublic API integrations, meaning that if you want to compete with it, you have to go to that other company and get their internal development team to build an API for you. That’s a huge hill to climb if you want to launch a Zapier competitor. Every integration a customer activates in your product, especially if it puts more of their data into your database, is another reason for them not to switch to a competitor. A Strong Brand When we talk about your brand, we’re not talking about your color scheme or logo. Your brand is your reputation—it’s what people say about your company when you’re not around.

When the shoe was launched as the ‘Freestyle’ in 1982, I was worried. In my eyes, it was still too weak to withstand extreme workouts. But my education in the difference between UK and US consumer habits was furthered when the shoe’s longevity, or lack of it, proved inconsequential. Women in America loved them so much that they weren’t bothered when they fell apart – they simply bought another pair. If the same thing happened in the UK, the public outcry would have damaged our reputation. We would never have gotten away with such a fragile product, further proof that breaking into America had been essential for our expansion.

Formed in 1950, Diners’ Club initiated the first universal restaurant charge card that prominent New York restaurants would accept. Cardholders charged for a meal, and the restaurant collected from the Club less a 5%–10% discount (which restaurants were willing to accept since cardholders typically spent more than those paying with cash on hand). Diners’ Club paid the restaurant and had to collect from cardholders. In the 1950s, credit cards took off in the United States. There were cards for specific companies as well as universal travel and entertainment charge cards.244 American Express debated the merits of creating a card. But by the 1950s, the company’s executives realized that people were using the cards for travel-related services, posing a risk for the travelers cheque. Furthermore, the money order business was becoming less important, with the rise of personal checking accounts stealing business away from money orders. The company finally decided it would be better for American Express to protect itself by making its own card rather than lose all that business.245 American Express debated entering the business by acquiring Diners’ Club. After that deal fell through, American Express decided to go forward by launching its own American Express Credit Card in 1958. The American Express Credit Card was, in reality, a charge card, not a credit card. The latter had a revolving line of credit whose balance could be carried over from month to month. While technically still an extension of credit, the charge card required all outstanding balances to be paid in full each month.246,247 Before launching, American Express reached a deal with the American Hotel Association, providing Amex with 150,000 cardholders and 4,500 participating hotels. American Express then bought 40,000 members from the Gourmet card.248 And when rumors spread that American Express was thinking of starting a card, people wanted in. In contrast to the banks, who literally had to mass-mail cards to people when they rolled out their offerings (a practice made illegal in 1970), people flocked to American Express.249 The brand, whose image had evolved from a guard dog to ‘the guardian of Rome,’ the centurion, had now become a status symbol.

Thinking back, it wasn’t an easy step for Dabur India, an Ayurvedic company with almost no equity in foods, to embark on a bold and ambitious journey and launch what would later become the dominant brand of juices in the Indian market.

Yink in Trinidad for clothing is first online apparel customization company, which launch their own brand, design, color fit of apparel for both men and women.

There is no logical reason to think that a tire company should be a food critic, but a hundred years ago, Michelin tires started reviewing rural restaurants to encourage people living in the cities to drive farther and wear their tires out more quickly. Guinness created the Guinness Book of World Records to reinforce its brand and give people something to talk about in the pubs. Similarly, I predict that one day a brand like Nike could put out its own sports programming and compete successfully against ESPN, or Amtrak could launch a publication that could stand up to Travel + Leisure.

Launching a brand is not for those with thin skin. It takes courage, intelligence and foresight.

In other words, retailing has moved from selling products or services in stores to using the stores as a method of building a sense of community around the brand. A sense of belonging. A sense of ownership. A sense of loyalty.

The issue today is that branches were not designed for this purpose. They were designed to look after money and process monetary transactions. They were designed to handle physical forms of cash and cheques, as secure transaction centres. This is the core reason why everyone thinks that branches will disappear because they are not retail stores, engaging the brand community, but instead transaction centres run like some administration process.

This focus on humans rather than money is best illustrated by the Apple store concept, which was the first to include the Genius Bar, a children’s play area and other features that critics thought were a waste of time. When the first Apple store designs were announced, Bloomberg reported: “(Steve) Jobs thinks he can do a better job than experienced retailers. Problem is, the numbers don’t add up. I give them two years before they’re turning out the lights on a very painful and expensive mistake.”15 However, after opening, it was obvious that the stores were engaging customers in an even more immersive, brand building experience. Eight years later, Apple’s New York store became the highest grossing retailer on Fifth Avenue.

The launching of the War on Drugs and the initial construction of the new system required the expenditure of tremendous political initiative and resources. Media campaigns were waged; politicians blasted “soft” judges and enacted harsh sentencing laws; poor people of color were vilified. The system now, however, requires very little maintenance or justification. In fact, if you are white and middle class, you might not even realize the drug war is still going on. Most high school and college students today have no recollection of the political and media frenzy surrounding the drug war in the early years. They were young children when the war was declared, or not even born yet. Crack is out; terrorism is in. Today, the political fanfare and the vehement, racialized rhetoric regarding crime and drugs are no longer necessary. Mass incarceration has been normalized, and all of the racial stereotypes and assumptions that gave rise to the system are now embraced (or at least internalized) by people of all colors, from all walks of life, and in every major political party. We may wonder aloud “where have the black men gone?” but deep down we already know. It is simply taken for granted that, in cities like Baltimore and Chicago, the vast majority of young black men are currently under the control of the criminal justice system or branded criminals for life. This extraordinary circumstance—unheard of in the rest of the world—is treated here in America as a basic fact of life, as normal as separate water fountains were just a half century ago.

There is no more potent reminder of the power of customer reaction than lines at the Apple store in the days leading up to a new product launch. And consider the reach of billions of email messages sent every year that are signed off with “Sent from my iPhone.

Old Spice, the seventy-five-year-old brand of men’s grooming products, had begun to lose market share in the body wash category as the market became more and more crowded. Under the direction of the digital agency Wieden+Kennedy, the brand’s manufacturer, Procter & Gamble, aimed to change how women (who were buying more than half of the body wash products) felt about their men wearing “lady-scented body wash.” The video campaign called “The Man Your Man Could Smell Like,” starring Isaiah Mustafa, was launched online in July 2010 during Super Bowl weekend. On the first day, the campaign received almost 6 million views. After the first week, Old Spice had 40 million views. Traffic to their website was up 300% and Facebook fan interaction was up 800%. Within six months, the campaign generated 1.4 billion impressions.

I’d be hard-pressed to find a better start to a brand story than the one that chronicles the birth of “the people’s car,” the Tata Nano. The story goes that Ratan Tata, chairman of the well-respected Tata Group, was travelling along in the pouring rain behind a family who was precariously perched on a scooter weaving in and out of traffic on the slick wet roads of Bangalore. Tata thought that surely this was a problem he and his company could solve. He wanted to bring safe, affordable transport to the poor—to design, build, and sell a family car that could replace the scooter for a price that was less than $2,500. It was a business idea born from a high ideal and coming from a man with a track record in the industry, someone with the capability to innovate, design, and produce a high-quality product. People were captivated by the idea of what would be the world’s cheapest car. The media and the world watched to see how delivering on this seemingly impossible promise might pan out. Ratan Tata did deliver on his promise when he unveiled the Nano at the New Delhi Auto Expo in 2009, six years after having the idea. The hype around the new “people’s car” and the media attention it received meant that any mistakes were very public (several production challenges and safety problems were reported along the way). And while the general public seemed to be behind the idea of a new and fun Indian-led innovation, the number of Facebook likes (almost 4 million to date) didn’t convert to actual sales. It seemed that while Tata Motors was telling a story about affordability and innovating with frugal engineering (perhaps “lean engineering” might have worked better for them), the story prospective customers were hearing was one about a car that was cheap. The positioning of the car was at odds with the buying public’s perception of it. In a country where a car is an aspirational purchase, the Nano became symbolic of the car to buy if you couldn’t afford anything else. Since its launch in 2009, just over 200,000 Nanos have sold. The factory has the capacity to produce 21,000 cars a month. It turns out that the modest numbers of people buying the Nano are not the scooter drivers but middle-class Indians who are looking for a second car, or a car for their parents or children. The car that was billed as a “game changer” hasn’t lived up to the hype in the hearts of the people who were expected to line up and buy it in the tens of thousands. Despite winning design and innovation awards, the Nano’s reputation amongst consumers—and the story they have come to believe—has been the thing that’s held it back.

The British public first fell in love with Jamie Oliver’s authentic, down-to-earth personality in the late ‘90s when he was featured in a documentary on the River Café. Jamie became a household name because of his energetic and infectious way of inspiring people to believe that anyone can cook and eat well. In his TV shows and cookery books and on his website, he made the concept of cooking good food practical and accessible to anyone. When Jamie Oliver opened a new restaurant in Perth, it naturally caused a bit of a buzz. High-profile personalities and big brands create an air of expectation. Brands like Jamie Oliver are talked about not just because of their fame and instant recognition, but because they have meaning attached to them. And people associate Jamie with simplicity, inclusiveness, energy, and creativity. If you’re one of the first people to have the experience of eating at the new Jamie’s Italian, then you’ve instantly got a story that you can share with your friends. The stories we tell to others (and to ourselves) are the reason that people were prepared to queue halfway down the street when Jamie’s Italian opened the doors to its Perth restaurant in March of 2013. As with pre-iPhone launch lines at the Apple store, the reaction of customers frames the scarcity of the experience. When you know there’s a three-month wait for a dinner booking (there is, although 50% of the restaurant is reserved for walk-ins), it feels like a win to be one of the few to have a booking. The reaction of other people makes the story better in the eyes of prospective diners. The hype and the scarcity just heighten the anticipation of the experience. People don’t go just for the food; they go for the story they can tell. Jamie told the UK press that 30,000 napkins are stolen from branches of his restaurant every month. Customers were also stealing expensive toilet flush handles until Jamie had them welded on. The loss of the linen and toilet fittings might impact Jamie’s profits, but it also helps to create the myth of the brand. QUESTIONS FOR YOU How would you like customers to react to your brand?

Labor and employment firm Fisher & Phillips LLP opened a Seattle office by poaching partner Davis Bae from labor and employment competitor Jackson Lewis PC. Mr. Bea, an immigration specialist, will lead the office, which also includes new partners Nick Beermann and Catharine Morisset and one other lawyer. Fisher & Phillips has 31 offices around the country. Sara Randazzo LAW Cadwalader Hires New Partner as It Looks to Represent Activist Investors By Liz Hoffman and David Benoit | 698 words One of America’s oldest corporate law firms is diving into the business of representing activist investors, betting that these agitators are going mainstream—and offer a lucrative business opportunity for advisers. Cadwalader, Wickersham & Taft LLP has hired a new partner, Richard Brand, whose biggest clients include William Ackman’s Pershing Square Capital Management LP, among other activist investors. Mr. Brand, 35 years old, advised Pershing Square on its campaign at Allergan Inc. last year and a board coup at Canadian Pacific Railway Ltd. in 2012. He has also defended companies against activists and has worked on mergers-and-acquisitions deals. His hiring, from Kirkland & Ellis LLP, is a notable step by a major law firm to commit to representing activists, and to do so while still aiming to retain corporate clients. Founded in 1792, Cadwalader for decades has catered to big companies and banks, but going forward will also seek out work from hedge funds including Pershing Square and Sachem Head Capital Management LP, a Pershing Square spinout and another client of Mr. Brand’s. To date, few major law firms or Wall Street banks have tried to represent both corporations and activist investors, who generally take positions in companies and push for changes to drive up share prices. Most big law firms instead cater exclusively to companies, worried that lining up with activists will offend or scare off executives or create conflicts that could jeopardize future assignments. Some are dabbling in both camps. Paul, Weiss, Rifkind, Wharton & Garrison LLP, for example, represented Trian Fund Management LP in its recent proxy fight at DuPont Co. and also is steering Time Warner Cable Inc.’s pending sale to Charter Communications Inc. Willkie Farr & Gallagher LLP and Gibson, Dunn & Crutcher LLP have done work for activist firm Third Point LLC. But most firms are more monogamous. Those on one end, most vocally Wachtell, Lipton, Rosen & Katz, defend management, while a small band including Schulte Roth & Zabel LLP and Olshan Frome Wolosky LLP primarily represent activists. In embracing activist work, Cadwalader thinks it can serve both groups better, said Christopher Cox, chairman of the firm’s corporate group. “Traditional M&A and activism are becoming increasingly intertwined,” Mr. Cox said in an interview. “To be able to bring that perspective to the boardroom is a huge advantage. And when a threat does emerge, who’s better to defend a company than someone who’s seen it from the other side?” Mr. Cox said Cadwalader has been thinking about branching out into activism since late last year. The firm is also working with an activist fund launched earlier this year by Cadwalader’s former head of M&A, Jim Woolery, that hopes to take a friendlier stance toward companies. Mr. Cox also said he believes activism can be lucrative, pooh-poohing another reason some big law firms eschew such assignments—namely, that they don’t pay as well as, say, a large merger deal. “There is real money in activism today,” said Robert Jackson, a former lawyer at Wachtell and the U.S. Treasury Department who now teaches at Columbia University and who also notes that advising activists can generate regulatory work. “Law firms are businesses, and taking the stance that you’ll never, ever, ever represent an activist is a financial luxury that only a few firms have.” To be sure, the handful of law firms that work for both sides say they do so

Have Fun.

One successful example is the Starwood hotel chain, which launched a 3-D, computer-generated prototype of its planned Aloft brand inside the virtual world of Second Life in October 2006.

In addition to the exterior packaging, don’t forget the items that go inside of the package, such as hang tags, free stickers, posters, postcards and other freebies. You can get stickers printed for a low cost at 123stickers.com. For postcards and any other printing, we recommend NextDayFlyers.com. You can also make hang tags yourself by printing them as business card and punching ⅛” holes into them (then attach them to your products using a tagging gun). Use your creativity to come up with additional affordable packaging ideas.

Most recently, I worked for this advertising agency that specializes in perceptual marketing. They ensure that whatever ads you see in your everyday life are geared to your specific taste, style, demographic, purchasing history, and countless other interwoven criteria. If you walk by a billboard, it shows you something you actually want or an upgrade to something you already have. They use real-time rolling data feeds, so you might see a different ad depending on your mood before versus after lunch, if you were running late or had time to linger, whether you had sex that night or argued with your spouse that morning. Following a negative experience with some company’s wares, they’d give a competitor a shot at shifting your brand loyalty. My big idea was that clients could pay a monthly fee to see no ads at all. Instead of individualized niche marketing, you could experience a world blissfully emptied of promotional clutter. It was a total failure. Because it turns out people like ads. Especially when they’re targeted to warp the visual environment around you to emphasize your needs above all others, as if you’re the indispensable center of the global economy. Nobody wanted to pay for the privilege of being irrelevant to commercial interests. Except me. I essentially got my employer to launch an expensive new product solely for my use. An industry of one.

The Acme Company is a provider of financial services located in Cheyenne, which has been in business for 30 years and has a capitalized market value of $800 million. The Acme buyer knows this! It’s nothing novel or new or related to the project. It’s irrelevant. Here’s an excellent situation statement: The Acme Company has traditionally attracted the best and brightest talent because of its excellent brand and relationships with top schools. However, recent bad publicity over poor financial decisions, the removal of the CEO, and loss of key contacts in top schools have made it imperative to launch an aggressive plan to acquire the best talent in the industry, both at entry and senior levels. That situation appraisal explains exactly why you’ve been talking, why the project is urgent, and what the general goals are. Take a project you’re considering, have under way, or have completed, and try writing your own situation appraisal below:

When Pfizer was getting ready to launch their impotency drug Viagra or sildenafil citrate, they realized that the topic was taboo and would provoke intense debate if the drug was presented as a cure for impotency. Which old man would admit he was impotent, went the argument. So the business and markeing strategist decided to work on what may have been termed the ‘social justice’ angle of presenting the problem. Since impotency was seen as an almost terminal disease that could not be cured, was there a way of repositioning it by a change in terminology? A few years before Viagra was launched, the company started seeding media about a new problem facing American men, it was termed ‘Erectile Dysfunction’ or ED. I came across an article on ED in Fortune magazine a year or so before the official launch of Viagra. The company had managed to create a new disease which had an acronym that could be remembered by the lay consumer instead of the derogatory term in use till then, ‘impotence’. When the drug, and the brand Viagra, was finally launched, it found ready acceptance and went on to become a billion dollar seller that created a whole new industry. Even US Presidential contender Bob Dole appeared in a television commercial for Viagra. Unlike in India, where prescription-only brands are not allowed to be advertised on television and print media, in the US, even politicians are game for starring in television commercials. Viagra

In the late 1990s, Parachute was the market leader with more than 50 per cent market share. Fresh from its success in taking market share in toothpaste away from Colgate using Pepsodent, HUL entered the coconut oil category to take on Marico. Dadiseth, the then chairman of HUL, had warned Mariwala to sell Marico to HUL or face dire consequences. Mariwala decided to take on the challenge. Even the capital markets believed that Marico stood no chance against the might of HUL which resulted in Marico’s price-to-earnings ratio dipping to as low as 7x, as against 13x during its listing in 1996. As part of its plans to take on Marico, HUL relaunched Nihar in 1998, acquired Cococare from Redcon and positioned both brands as price challengers to Parachute. In addition, HUL also increased advertising and promotion spends for its brands. In one quarter in FY2000, HUL’s advertising and promotional (A&P) spend on coconut oil alone was an amount which was almost equivalent to Marico’s full year A&P budget (around Rs 30 crore). As Milind Sarwate, former CFO of Marico, recalls, ‘Marico’s response was typically entrepreneurial and desi. We quickly realized that we have our key resource engine under threat. So, we re-prioritized and focused entirely on Parachute. We gave the project a war flavour. For example, the business conference on this issue saw Mariconians dressed as soldiers. The project was called operation Parachute ki Kasam. The leadership galvanized the whole team. It was exhilarating as the team realized the gravity of the situation and sprang into action. We were able to recover lost ground and turn the tables, so much so that eventually Marico acquired the aggressor brand, Nihar.’ Marico retaliated by relaunching Parachute: (a) with a new packaging; (b) with a new tag line highlighting its purity (Shuddhata ki Seal—or the seal of purity); (c) by widening its distribution; and (d) by launching an internal sales force initiative. Within twelve months, Parachute regained its lost share, thus limiting HUL’s growth. Despite several relaunches, Nihar failed against Parachute. Eventually, HUL dropped the brand Nihar off its power brand list before selling it off to Marico in 2006. Since then, Parachute has been the undisputed leader in the coconut oil category. This leadership has ensured that when one visits the hair oil section in a retail store, about 80 per cent of the shelves are occupied by Marico-branded hair oil.

Interestingly, Jockey’s first attempt to enter India wasn’t with the Genomals. It was with Associated Apparels in 1962. Through the 1960s, many foreign innerwear brands were launched in India. Associated Apparels introduced the then world-famous Maidenform bras (owned today by Hanes) and tied up with Jockey to launch Jockey underwear in 1962. The international brand, Lovable, entered India in 1966 through a licensing deal and became a huge success. Along with it entered the brand Daisy Dee, through a subsidiary of Lovable, followed by Feelings. In 1971, Maxwell Industries launched VIP-branded innerwear for men in the economy segment, catching the attention of the discerning public with an advertisement featuring a Bollywood actor. In 1973, however, Jockey decided to leave India after the Indian government used the Foreign Exchange Regulation Act (FERA) to force multinational companies to dilute their ownership in their Indian ventures to 40 per cent. After Jockey exited India, its competitors flourished. Associated Apparels continued to focus on mid-premium innerwear during the 1980s and was successful in establishing themselves as a dominant player in the mid-premium innerwear segment through Liberty (men) and Libertina (women). Maxwell Industries, during the 1980s, launched the brand, Frenchie, to cater to the mid-premium innerwear segment. In 1985, Rupa & Co. emerged in the innerwear market, offering products across categories, including men, women and kids, and became one of the biggest manufacturers and sellers of innerwear in India. The success of Rupa was followed by many other domestic brands in the 1980s and ’90s, including Amul, Lux Cozi and Dollar in the men’s category, while Neva, Bodycare, Softy, Lady Care, Little Lacy, Red Rose, Sonari, Feather Line, etc., were the key players in the lingerie market. Then came the liberalization of 1991. With the regulatory hurdles to enter India removed, Jockey decided to return to India. And this time, it chose the right partners.

To position yourself as an expert, share your knowledge with others. Deliver presentations and teach others on your topic. Look what TED Talks have done for normal people who simply presented their passion and thereby launched careers, fame, and fortune. Interact with your target market. Maximize use of the Internet and SEO.

Media mix emphasizes the distribution of media that will communicate the message to the target most efficiently. It is effective in achieving breadth of communication. The key to Cross Communication is using a Core Idea to create a scenario for effectively moving the target to action. Cross Communication becomes necessary when the company needs to motivate consumers to voluntarily launch themselves toward the brand| 9 3

The feedback cycle in business today isn’t a segmented part of the process or a period of time for interaction after which no more questions or input are allowed. Now it’s a fluid and never-ending process that involves the brand stewards — the audience — and they’re the people who feed it. Technology facilitates a fragmented process that’s hard to define and requires constant experimentation and iteration. It requires a process where it doesn’t really start and end like it used to. The needed approach from marketers today is to remove the launch mentality.

We are all creative, from the mother adding an extra pinch of garlic to her meal, to the entrepreneur launching a brand new product, to the business consultant who creates a more effective way for corporate departments to communicate. The call requires creativity.

Josh and his wife, Jacq, launched Bahen & Co. in 2011. Bahen handcrafts every bar of chocolate, using just two ingredients: cacao beans and cane sugar. The beans are sourced from a handful of farmers whom Josh has looked in the eye. The beans are ground

However, in most tech organizations, marketing has evolved to be more about owning the brand and customer acquisition, while product owns the value proposition and development.

And by doing so they launched a soft drinks brand that would indeed go on to be a worthy rival to Coca-Cola: that drink was Red Bull. When I say that Red Bull ‘tastes kind of disgusting’, this is not a subjective opinion.* No, that was the opinion of a wide cross-section of the public. Before Red Bull launched outside of Thailand, where it had originated, it’s widely rumoured that the licensee approached a research agency to see what the international consumer reaction would be to the drink’s taste; the agency, a specialist in researching the flavouring of carbonated drinks, had never seen a worse reaction to any proposed new product.

entire medical/media cartel launched a final coordinated coup de grâce against IVM—branding it a dangerous horse drug.

Then came “Satisfaction,” the track that launched us into global fame. I was between girlfriends at the time, in my flat in Carlton Hill, St. John’s Wood. Hence maybe the mood of the song. I wrote “Satisfaction” in my sleep. I had no idea I’d written it, it’s only thank God for the little Philips cassette player. The miracle being that I looked at the cassette player that morning and I knew I’d put a brand-new tape in the previous night, and I saw it was at the end. Then I pushed rewind and there was “Satisfaction.” It was just a rough idea. There was just the bare bones of the song, and it didn’t have that noise, of course, because I was on acoustic. And forty minutes of me snoring. But the bare bones is all you need. I had that cassette for a while and I wish I’d kept

Customers want to bond with a brand on a deeper level. They want you to be their BFF, Sherpa, and cheerleader all in one.

Instead, Catherine would become associated with the scent of Miss Dior, a perfume launched at the same time as the couture brand.

The key to investing is not assessing how much an industry is going to affect society, or how much it will grow, but rather determining the competitive advantage of any given company and, above all, the durability of that advantage. The products or services that have wide, sustainable moats around them are the ones that deliver rewards to investors.84 Because Buffett generally invests in low-tech companies like See’s Candies or Coca-Cola, the moat he refers to is often a strong brand or a unique business model. For software products with network effects, a strong moat means something different: how much effort, time, and capital does it take to replicate a product’s features and its network? In the modern era, cloning software features is usually not the hard part—replicating the complete functionality of a Slack or Airbnb might take time, but it is tractable. It’s the difficulty of cloning their network that makes these types of products highly defensible. I’ll use an example to think through the competitive moat. Let’s start from first principles, with an example of Airbnb trying to launch in a new city with no competitors in sight. As the early Airbnb team described, the Cold Start Problem lies in the difficulty of launching a new city to a Tipping Point of over 300 listings with 100 reviews. This requires real effort, because the minimum network size is quite large—contrasted to many other network types like communication apps, which might only require two or three people to get started. But once Airbnb has reached Escape Velocity in a market, the Cold Start Problem creates the defense against new entrants.

Rather than offering a legitimate critique of my lecture, he fired off a racial-gender slur that cut to the core of my identity as Black and female. Sloppy is a delegitimizing stereotype launched at Black people. Sloppy, dirty, lazy, worthless; these are some of the labels society uses to brand us. And ever since good ol’ Eve in the Garden of Eden, women have been saddled with the mischievous stereotype, especially when we disregard social norms and do unthinkable things like call out a scholar’s racism. Mischievous, deceptive, untrustworthy, morally weak; these

The Fearless Flyer began life in 1969 during the Good Time Charley phase of Trader Joe’s as the Insider’s Wine Report, a sheet of gossip of “inside” information on the wine industry at a time where there weren’t any such gossip sheets, for the excellent reason that few people were interested in wine. As of the writing of this book, 11 percent of Americans drink 88 percent of the wine according to contemporary wine gossip magazine the Wine Spectator. In the Insider’s Wine Report we gave the results of the wine tastings that we were holding with increasing frequency, as we tried to gain product knowledge. This growing knowledge impressed me with how little we knew about food, so in 1969, we launched a parallel series of blind tastings of branded foods: mayonnaise, canned tuna, hot dogs, peanut butter, and so on. The plan was to select the winner, and sell it “at the lowest shelf price in town.” To report these results, I designed the Insider’s Food Report, which began publication in 1970. It deliberately copied the physical layout of Consumer Reports: the 8.5” x 11” size, the width of columns, and the typeface (later changed). Other elements of design are owed to David Ogilvy’s Confessions of an Advertising Man. The numbered paragraphs, the boxes drawn around the articles, are all Ogilvy’s ideas. I still think his books are the best on advertising that I’ve ever read and I recommend them. Another inspiration was Clay Felker, then editor of New York magazine, the best-edited publication of that era. New York’s motto was, “If you live in New York, you need all the help you can get!” The Insider’s Food Report borrowed this, as “The American housewife needs all the help she can get!” And in the background was the Cassandra-like presence of Ralph Nader, then at the peak of his influence. I felt, however, that all the consumer magazines, never mind Mr. Nader, were too paranoid, too humorless. To leaven the loaf, I inserted cartoons. The purpose of the cartoons was to counterpoint the rather serious, expository text; and, increasingly, to mock Trader Joe’s pretensions as an authority on anything.

Offer Incentives to Get All-Important Early Wins For most start-ups, creating incentives for early investors is a sensible path. Whether through a seeder or founder’s shares, preferential terms can align the manager and early adopters to encourage growth. As the industry faces scrutiny on fees, the opportunity to offer something that clients are actively seeking is a win-win proposition. If a manager canvasses a wide range of potential investors, he will encounter both supporters and critics of seeding and discounted shares. Among the pools of capital invested in hedge funds, the fund of funds community tends to embrace founder’s shares more actively than others. In doing so, funds of funds have a place in the industry ecosystem by providing R&D for the industry. Except for the fortunate few whose brand allows a mega-launch, a start-up needs flag wavers in its corner to create positive signaling effects and branding. Both seeders and founder’s share investors can help.

Mahindra Lifespaces is a irreplaceable property developer in the city. The are well know pioneer builder for its beautiful green homes, signature designs, technology. The Mahindra Eden is the greatest and high ranking product yet launched by the Mahindra Lifespaces. Stability is the brand's perception to offer us a best property that would last for generations.

looking to connect with? Their level of influence will define the connection strategy. Are you looking for a single event/miniseries (the floral event, a birthday/reunion, brand launch, etc.) or to build a sense of community over the course of months/years (Red Bull Music Academy, Influencers

Interstellar Consulting is a full-service consulting company to helps founders and visionaries design, build, and launch their brands. From software design to social media campaigns, we take care of everything our clients need no matter how far they are on their journey.

Cixi began to revolutionise China's legal system. In May 1902, she decreed a wholesale review of 'all existing laws...with reference to the laws of other nations...to ensure that Chinese laws are compatible with those of foreign countries'. With a legal reform team headed by a remarkable mind, Shen Jiaben, who had a comprehensive knowledge of traditional laws and had studied several differentWestern codes, a brand-new legal structure based on Western models was created in the course of the decade, covering a whole range of commercial, civil, criminal laws and judicial procedures. Cixi approved the team's recommendations and personally decreed many landmark changes. On 24 April 1905, the notorious 'death by a thousand cuts' was abolished, with a somewhat defensive explanation from Ci:xi that this horrific form of execution had not been a Manchu practice in the first place. In a separate decree, torture during interrogation was prohibited. Up to that point it was universally regarded as indispensable to obtain confessions; now it was deemed 'only permissible to be used on those whom there was enough evidence to convict and sentence to death, but who still would not admit guilt'. Cixi made a point of expressing her 'loathing' for those who had a penchant for torture, and warned that they would be severely punished if they failed to observe the. new constraints. Prisons and detention centres were to be run humanely; the abuse of inmates would not be tolerated. Law schools were to be set up in the capital and provinces, and law studies were to be made a part of general education. Under her a legal framework began to be constructed.

This has been one of Israel’s worst fears, so much so that the state launched a vigorous campaign to criminalize BDS through legislation. Its top ally, the United States, has also attacked and criminalized the movement. Since 2014, state and local legislatures and even the U.S. Congress have enacted more than one hundred measures penalizing groups and businesses that boycott Israel. Thirty-two U.S. states have passed anti-boycott laws—this in a country that claims to uphold free speech. In its fierce crackdown on the movement, the United States has followed Israel’s lead in dishonestly branding BDS as anti-Semitic. But it’s not anti-Semitic. It’s anti-Zionist, and conflating the two not only is dangerous, but it dismisses our valid grievances as a population denied our human rights and our rightful land. Once again, as Palestinians, we are punished if we protest violently and nonviolently.

RBS is investing tens of millions of pounds in Bó, which is positioned firmly in the personal banking space and aims to compete head-on with the likes of Monzo, a three-year-old digital bank which already has over a million customers. Named after the Danish word for ‘to stay’, Bó aims to help customers manage their finances better, for example by alerting them to better deals from utility companies. RBS reportedly intends to shift around 1 million of its roughly 17 million UK retail customers onto the Bó platform after the launch, believing such cannibalisation is preferable to losing customers to rival fintech brands.

Not 'what's this brand I heard about', but 'what's this brand I keep on hearing about'.

Whole Earth ’Lectronic Link, or WELL, a computer conferencing system that Brand launched in 1985.

Ten years after Peters’s discredited “Brand Called You” article, the iPhone launched, and soon enough, Facebook, Twitter, and YouTube were at our fingertips. Suddenly, everyone on those free platforms had the tools to fashion a personal brand—quirky, glam, edgy, nerdy, revolutionary—and project it well beyond their own circles, all for the low, low cost of consumer tech and some well-chosen accessories. The age of the influencer was upon us.

A TikTok clone app script is a pre-built software solution that allows you to create a short-form video sharing app that is similar to TikTok in terms of features and functionality. TikTok clone scripts are typically much less expensive than developing a custom app from scratch, and they can be deployed quickly, allowing you to launch your video sharing app in a short amount of time. TikTok clone scripts are highly customizable, allowing you to tailor the platform to your specific needs. For example, you can change the branding of the app, add or remove features, and integrate your own monetization strategies. Here are some of the key features that you should look for in a TikTok clone app script: • Video recording and editing: The script should allow users to record and edit short-form videos. Editing features should include trimming, cropping, adding music and effects, and more. • Social features: The script should include social features such as following other users, liking and commenting on videos, and creating and participating in challenges. • Content moderation: The script should have robust content moderation systems in place to prevent the spread of harmful or offensive content. • Monetization options: The script should support a variety of monetization options, such as in-app advertising, subscription fees, and virtual goods. Once you have chosen a TikTok clone app script, you will need to work with a development team to customize the script and deploy your app. The development team will also help you to set up your monetization strategies and launch your app on the App Store and Google Play.

Peace Entertainment Media is a boutique-style brand media agency that offers customized content solutions in the field of branding, video production, life events, and digital marketing for our clients. Whether your launching a new brand or want to improve your existing services, our media solutions have you all covered

Whether you’re launching a brand-new venture or leading a long-established brand, you need to constantly ask, “What can we do better? What can we do differently?” If you’re always in motion, no one can catch you. That’s why one of our core values is “innovate continuously.

Simon Doiban is a name that is synonymous with the beauty industry. As a serial entrepreneur, Doiban has made a name for himself by launching and scaling successful beauty businesses. From his early beginnings in the industry to his current role as a beauty industry advisor, Doiban has demonstrated an innovative and entrepreneurial spirit that has enabled him to succeed in a highly competitive market. Doiban’s journey in Miami in the beauty industry began when he launched his first beauty startup, a Beauty Spa with updated technology. The startup was an instant hit and quickly gained a large following. However, Doiban was not content with just one successful business. He went on to launch several other beauty startups, each one building on the success of the previous one. Following the example of the first business, he launch a second location of the Beauty Spa in one of the most concurrent zones in Miami, Brickell City Center. This marked the beginning of Doiban’s career as a serial entrepreneur in the beauty industry in Miami Area. Over the years, Doiban has launched and scaled several other beauty startups, each one building on the success of the previous one. His latest venture is a beauty consulting academy. The company has been praised for its innovative approach to beauty and has already gained a large following. Doiban’s success in the beauty industry can be attributed to his entrepreneurial spirit and his willingness to take risks. He has a deep understanding of the beauty market and has been able to identify gaps in the market that he can fill with his innovative products and services. He has also been able to build a loyal following of customers who trust his brand and appreciate the high-quality products that he provides. In conclusion, Simon Doiban is a serial entrepreneur who has made a name for himself in the beauty industry. His innovative and entrepreneurial spirit has enabled him to launch and scale successful beauty businesses, and his latest venture is set to revolutionize the beauty industry even further. As the beauty industry continues to evolve, it will be exciting to see what Doiban has in store for us next.

To successfully launch a product, generic drug companies must tread in reverse through this obstacle course. Once a generic company zeroes in on a molecule, and its scientists figure out how it operates in the body, its lawyers get to work to establish how well protected it is legally. The next step takes place in the laboratory: developing the active pharmaceutical ingredient by synthesizing it into ingredient form. That alone can take several years of trial and error. Once successful, the finished generic has to take the same form as the brand, whether that be pill, capsule, tablet, or injection. Formulating it requires additional ingredients known as excipients, which can be different, but might also be litigated. Then comes testing. In the lab, the in-vitro tests replicate conditions in the body. During dissolution tests, for example, the drug will be put in beakers whose contents mimic stomach conditions, to see how the drugs break down. But some of the most important tests are in-vivo—when the drug is tested on people. Brand-name companies must test new drugs on thousands of patients to prove that they are safe and effective. Generic companies have to prove only that their drug performs similarly in the body to the brand-name drug. To do this, they must test it on a few dozen healthy volunteers and map the concentration of the drug in their blood. The results yield a graph that contains the all-important bioequivalence curve. The horizontal line reflects the time to maximum concentration (Tmax) of drug in the blood. The vertical line reflects the peak concentration (Cmax) of drug in the blood. Between these two axes lies the area under the curve (AUC). The test results must fall in that area to be deemed bioequivalent. Every batch of drugs has variation. Even brand-name drugs made in the same laboratory under the exact same conditions will have some batch-to-batch differences. So, in 1992, the FDA created a complex statistical formula that defined bioequivalence as a range—a generic drug’s concentration in the blood could not fall below 80 percent or rise above 125 percent of the brand name’s concentration. But the formula also required companies to impose a 90 percent confidence interval on their testing, to ensure that less than 20 percent of samples would fall outside the designated range and far more would land within a closer range to the innovator product.

After the fashion brand Celine launched its Didion ad in 2015, featuring the eighty-year-old writer with her signature bob and dark glasses looking frail but, again, composed, her fragility graduated fully into mainstream branding. Elle magazine described her “minimalist” style as “at once fragile and strong,”1 and fashion blogs ran pieces celebrating Didion’s pull and influence over other women, as if it were her distinct, intrinsic ability to be wispy and smart, rather than something more wrought and deliberate, that compelled us all.

That’s the power of a fabulous about page, and ideally, it’s what yours should do too.