Branding Company Quotes

A brand for a company is like a reputation for a person. You earn reputation by trying to do hard things well.

Mass advertising can help build brands, but authenticity is what makes them last. If people believe they share values with a company, they will stay loyal to the brand.

HELPED are those who are content to be themselves; they will never lack mystery in their lives and the joys of self-discovery will be constant. HELPED are those who love the entire cosmos rather than their own tiny country, city, or farm, for to them will be shown the unbroken web of life and the meaning of infinity. HELPED are those who live in quietness, knowing neither brand name nor fad; they shall live every day as if in eternity, and each moment shall be as full as it is long. HELPED are those who love others unsplit off from their faults; to them will be given clarity of vision. HELPED are those who create anything at all, for they shall relive the thrill of their own conception, and realize an partnership in the creation of the Universe that keeps them responsible and cheerful. HELPED are those who love the Earth, their mother, and who willingly suffer that she may not die; in their grief over her pain they will weep rivers of blood, and in their joy in her lively response to love, they will converse with the trees. HELPED are those whose ever act is a prayer for harmony in the Universe, for they are the restorers of balance to our planet. To them will be given the insight that every good act done anywhere in the cosmos welcomes the life of an animal or a child. HELPED are those who risk themselves for others' sakes; to them will be given increasing opportunities for ever greater risks. Theirs will be a vision of the word in which no one's gift is despised or lost. HELPED are those who strive to give up their anger; their reward will be that in any confrontation their first thoughts will never be of violence or of war. HELPED are those whose every act is a prayer for peace; on them depends the future of the world. HELPED are those who forgive; their reward shall be forgiveness of every evil done to them. It will be in their power, therefore, to envision the new Earth. HELPED are those who are shown the existence of the Creator's magic in the Universe; they shall experience delight and astonishment without ceasing. HELPED are those who laugh with a pure heart; theirs will be the company of the jolly righteous. HELPED are those who love all the colors of all the human beings, as they love all the colors of the animals and plants; none of their children, nor any of their ancestors, nor any parts of themselves, shall be hidden from them. HELPED are those who love the lesbian, the gay, and the straight, as they love the sun, the moon, and the stars. None of their children, nor any of their ancestors, nor any parts of themselves, shall be hidden from them. HELPED are those who love the broken and the whole; none of their children, nor any of their ancestors, nor any parts of themselves, shall be hidden from them. HELPED are those who do not join mobs; theirs shall be the understanding that to attack in anger is to murder in confusion. HELPED are those who find the courage to do at least one small thing each day to help the existence of another--plant, animal, river, or human being. They shall be joined by a multitude of the timid. HELPED are those who lose their fear of death; theirs is the power to envision the future in a blade of grass. HELPED are those who love and actively support the diversity of life; they shall be secure in their differences. HELPED are those who KNOW.

In this ever-changing society, the most powerful and enduring brands are built from the heart. They are real and sustainable. Their foundations are stronger because they are built with the strength of the human spirit, not an ad campaign. The companies that are lasting are those that are authentic.

Employees of a company need to be bound together with love and respect, and not by dissatisfaction and helplessness.

If you can’t build a team that loves your company and your product the way you do, you’re going to face a hard time bringing your idea to life.

Effective two-way communication is responsible for building the trust in a company and keeping the employees happy.

Animals, children, and the working class comprise the company in which I'll feel most at ease.

Authentic brands don't emerge from marketing cubicles or advertising agencies. They emanate from everything the company does...

Whoever said you have to be an A$$ to be a boss, should never get to be a boss. Especially in a democratic society. Being an A$$ boss in a democratic society only causes resentment and disloyalty. Motivate your employees by instilling pride in them for themselves and for their work brand. - Strong by Kailin Gow on how to build a Strong Company

Your personal core values define who you are, and a company's core values ultimately define the company's character and brand. For individuals, character is destiny. For organizations, culture is destiny.

I am a book. Sheaves pressed from the pulp of oaks and pines a natural sawdust made dingy from purses, dusty from shelves. Steamy and anxious, abused and misused, kissed and cried over, smeared, yellowed, and torn, loved, hated, scorned. I am a book. I am a book that remembers, days when I stood proud in good company When the children came, I leapt into their arms, when the women came, they cradled me against their soft breasts, when the men came, they held me like a lover, and I smelled the sweet smell of cigars and brandy as we sat together in leather chairs, next to pool tables, on porch swings, in rocking chairs, my words hanging in the air like bright gems, dangling, then forgotten, I crumbled, dust to dust. I am a tale of woe and secrets, a book brand-new, sprung from the loins of ancient fathers clothed in tweed, born of mothers in lands of heather and coal soot. A family too close to see the blood on its hands, too dear to suffering, to poison, to cold steel and revenge, deaf to the screams of mortal wounding, amused at decay and torment, a family bred in the dankest swamp of human desires. I am a tale of woe and secrets, I am a mystery. I am intrigue, anxiety, fear, I tangle in the night with madmen, spend my days cloaked in black, hiding from myself, from dark angels, from the evil that lurks within and the evil we cannot lurk without. I am words of adventure, of faraway places where no one knows my tongue, of curious cultures in small, back alleys, mean streets, the crumbling house in each of us. I am primordial fear, the great unknown, I am life everlasting. I touch you and you shiver, I blow in your ear and you follow me, down foggy lanes, into places you've never seen, to see things no one should see, to be someone you could only hope to be. I ride the winds of imagination on a black-and-white horse, to find the truth inside of me, to cure the ills inside of you, to take one passenger at a time over that tall mountain, across that lonely plain to a place you've never been where the world stops for just one minute and everything is right. I am a mystery. -Rides a Black and White Horse

He knows how to market himself well. Nowadays, that's all that seems to count. He's rebellious in a way that appeals to people with vain, shallow taste. So of course he manipulates his audiences with the blessing of his recording company and the financial investors behind his brand.

Engaged employees are more productive, innovative, and committed to the company's success. They become passionate advocates for your brand and contribute to a positive work environment that attracts and retains top talent.

Even the richest of brands are robbed by poor character.

Put bluntly, the struggle that so many companies have to differentiate or communicate their true value to the outside world is not a business problem, it's a biology problem. And just like a person struggling to put her emotions into words, we rely on metaphors, imagery and analogies in an attempt to communicate how we feel. Absent the proper language to share our deep emotions, our purpose, cause or belief, we tell stories. We use symbols. We create tangible things for those who believe what we believe to point to and say, "That's why I'm inspired." If done properly, that's what marketing, branding and products and services become; a way for organizations to communicate to the outside world. Communicate clearly and you shall be understood.

Trump liked to portray his business as an empire, it was actually a discrete holding company and boutique enterprise, catering more to his peculiarities as proprietor and brand representative than to any bottom line or other performance measures.

Because, sir, teaching young gentlemen has a dismal effect upon the soul.It exemplifies the badness of established, artificial authority. The pedagogue has almost absolute authority over pupils: he often beats them and insensibly he loses the sense of respect due to them as fellow human beings.He does them harm, but the harm they do him is far greater. He may easily become the all-knowing tyrant, always right, always virtuous; in any event he perpetually associates with his inferiors, the king of his company; and in a surprising short time alas this brands him with the mark of Cain. Have you ever known a schoolmaster fit to associate with grown men?

Foaming is a huge reward,” said Sinclair, the brand manager. “Shampoo doesn’t have to foam, but we add foaming chemicals because people expect it each time they wash their hair. Same thing with laundry detergent. And toothpaste—now every company adds sodium laureth sulfate to make toothpaste foam more. There’s no cleaning benefit, but people feel better when there’s a bunch of suds around their mouth. Once the customer starts expecting that foam, the habit starts growing.

Since many of today’s best-known manufacturers no longer produce products and advertise them, but rather buy products and “brand” them, these companies are forever on the prowl for creative new ways to build and strengthen their brand images.

companies are focused on building products rather than brands. A product is something made in a factory. A brand is something made in the mind. To be successful today, you have to build brands, not products. And you build brands by using positioning strategies, starting with a good name. Any

In today's consumer-driven economy, a strong marketing strategy is essential for success. Board members with marketing expertise can provide valuable insights into consumer behavior, brand positioning, and digital marketing strategies. This is especially crucial for companies in consumer goods, retail, and technology sectors.

anyone at this company that their branding is a lot more serial killer than helpful kitchen service?

Companies' motives to make profit means they neglect inherent social or moral values.

A brand is the sum total of all the emotions, thoughts, images, history, possibilities, and gossip that exist in the marketplace about a certain company.

Creating a company culture is the first operational step in becoming a bold, brave fempreneur. It creates certainty, a road map and stability.

A logoless company is a faceless man

Social media isn’t a brand strategy. Social media is a channel. While it’s important for a brand to develop something to say, it’s more important to create something that will be heard.

People don’t want to connect with brands. They want to connect with each other. Fascinating companies create more opportunities for people to connect with each other, through the brand.

Here is an all-too-brief summary of Buffett’s approach: He looks for what he calls “franchise” companies with strong consumer brands, easily understandable businesses, robust financial health, and near-monopolies in their markets, like H & R Block, Gillette, and the Washington Post Co. Buffett likes to snap up a stock when a scandal, big loss, or other bad news passes over it like a storm cloud—as when he bought Coca-Cola soon after its disastrous rollout of “New Coke” and the market crash of 1987. He also wants to see managers who set and meet realistic goals; build their businesses from within rather than through acquisition; allocate capital wisely; and do not pay themselves hundred-million-dollar jackpots of stock options. Buffett insists on steady and sustainable growth in earnings, so the company will be worth more in the future than it is today.

Studies indicate that happy employees are more productive, more creative, and provide better client service. They’re less likely to quit or call in sick. What’s more, they act as brand ambassadors outside the office, spreading positive impressions of their company and attracting star performers to their team.

With a name like Smucker’s, it has to be good.” Most companies, especially family companies, would never make fun of their own name. Yet the Smucker family did, which is one reason why Smucker’s is the No.1 brand of jams and jellies. If your name is bad, you have two choices: change the name or make fun of it.

There are lots of ways to measure a company's success. You can look at earnings reports and get really specific with the numbers. You can look at social capital and the influence the company has on people. You can look at the balance sheet and the value of its assets. You can look at its legal framework, it's brand, it's staff. The key to valuing a company is to look at the company holistically.

You don’t win an Olympic gold medal with a few weeks of intensive training,” says (Seth) Godin. “There’s no such thing as an overnight opera sensation. Great law firms or design companies don’t spring up overnight…every great company, every great brand, and every great career has been built in exactly the same way: bit by bit, step by step, little by little.” There is no magic solution to success.

What we are trying to do at Virgin is not to have one enormous company in one sector under one banner, but to have two hundred or even three hundred separate companies. Each company can stand on its own feet and, in that way, although we've got a brand that links them, if we were to have another tragedy such as that of 11 September - which hurt the airline industry - it would not bring the whole group crashing down.

The brand is called “Must,” made by the Sinokrot company in al-Khalil.

Brand loyalty—that nebulous emotional connection people have with certain companies, which turns them into defenders and advocates for corporations who don’t give a shit.

The question is not how to get managers’ emotional commitment but why manager’s don’t give it even if they like their company.

The greater the meaning behind your business, the harder it becomes to communicate it to the world.

The only real way to know your limits is to just keep testing yourself.

The best salespeople are not salespeople, they’re people who’ve not only bought the product, but also bought into the idea of the company and the brand.

Doug needs to leave for a very simple reason. He’s been branded. Everyone at the company has an expectation of who Doug is and what he can do.

FatRank is the best reputation management company as they remove digital noise and replace it with brand authority

Mistakes and miscalculations are human and normal, and viewed in the long run they have not damaged the company. I do not mind taking responsibilty for every managerial decision I have made. But if a person who makes a mistake is branded and kicked off the seniority promotion escalator, he could lose his motivation for the rest of his business life and depreive the company of whaever good things he may have to offer later. If the casues of the mistake are clarified and made public, the person who made the mistake will not forget it and others will not make the same mistake. I tell our people “Go ahead and do what you think is right. If you make a mistake, you will learn form it. Just don't make the same mistake twice.

We just go where we want to go, do what we want to do, and become who we want to become. We want to be unique, but we want to be unique in groups. We want to stand out, but we want to stand out together. In the age of easy group-forming, the basic unit of measurement is not the segment but the tribe.

But when a company clearly communicates their WHY, what they believe, and we believe what they believe, then we will sometimes go to extraordinary lengths to include those products or brands in our lives.

This shift was part and parcel with Thiel’s other project: an attempt to impose a brand of extreme libertarianism that shifts power from traditional institutions toward startup companies and the billionaires who control them.

I really craved the company of animals—the wordless simplicity of it. Even now, with my cat Morrissey, I cherish the moments that I’m absolutely alone with him, and the unrecorded tenderness that no one will ever know of—the simplicity of “Oh, I’m just here, with this cat.” I don’t even feed him that much any more, ‘cos Lynne, the housekeeper, does that now. But he seems to want something from me that isn’t food, and perhaps that thing is love. My

A focus on multiple success factors strengthens a company's resilience in the face of challenges. For instance, if economic downturns impact profitability, a strong brand reputation and loyal customer base can help the company weather the storm.

I told you to stay off that goddamn horse, but you wouldn't listen! And I paid the price for your stubbornness. For forty-three days I traveled through hell, wanting that woman like I've never wanted anything in my life. For forty-three days, I drew your goddamn brand in the dirt to remind myself that she belonged to you, that she deserved the best of men. Think what you want of me, but never for one goddamn minute think less of her because you forced her in my company. Houston to Dallas

A brand is not a logo. A brand is not a corporate identity system. It’s a person’s gut feeling about a product, service, or company. Because it depends on others for its existence, it must become a guarantee of trustworthy behavior. Good branding makes business integral to society and creates opportunity for everyone, from the chief executive to the most distant customer.

What did he owe the man—half-man, but wholly male—who’d raped, branded, enslaved and humiliated him? Only, as vivid as those memories were, the irritating, painful, even frightening ones—there were others that came later, which stirred things within him. Bloodraven, biting back hereditary impatience to attempt the teaching of a difficult language. Bloodraven, sharing campfire cooking tips—sharing the secrets of mountain roots that made edible, if not always palatable, meals. Bloodraven, speaking haltingly of dreams that he’d always held close to his heart. Bloodraven, fighting a lifetime of instinct and wanting the opinions, the history, the company of a human. Guilt, protectiveness—a fondness so unpracticed that it might entirely be mistaken for something else.

And despite all this we are a great people, we South Africans. We are a great people, and we are good people: kind, generous, passionate, fun-loving, open, talented, creative, driven, resilient, people who work hard in the week and on weekends love nothing more than to meet with our friends and enjoy their company. History has battered our country time and time again, and still we endure.

But humans have a built-in weakness for fats and sugar. We evolved in lean environments where it was a big plus for survival to gorge on calorie-dense foods whenever we found them. Whether or not they understand the biology, food marketers know the weakness and have exploited it without mercy. Obesity is generally viewed as a failure of personal resolve, with no acknowledgement of the genuine conspiracy in this historical scheme. People actually did sit in strategy meetings discussing ways to get all those surplus calories into people who neither needed nor wished to consume them. Children have been targeted especially; food companies spend over $10 billion a year selling food brands to kids, and it isn't broccoli they're pushing. Overweight children are a demographic in many ways similar to minors addicted to cigarettes, with one notable exception: their parents are usually their suppliers. We all subsidize the cheap calories with our tax dollars, the strategists make fortunes, and the overweight consumers get blamed for the violation. The perfect crime.

Your mission statement, vision statement, core values, and service standards provide a clear focus for all while keeping your team humble and hungry. It creates that family environment in which your employees enjoy coming to work and dealing with the challenges they face each day.

Here is a key insight for any startup: You may think yourself a puny midget among giants when you stride out into a marketplace, and suddenly confront such a giant via litigation or direct competition. But the reality is that larger companies often have much more to fear from you than you from them. For starters, their will to fight is less than yours. Their employees are mercenaries who don’t deeply care, and suffer from the diffuse responsibility and weak emotional investment of a larger organization. What’s an existential struggle to you is merely one more set of tasks to a tuned-out engineer bored of his own product, or another legal hassle to an already overworked legal counsel thinking more about her next stock-vesting date than your suit. Also, large companies have valuable public brands they must delicately preserve, and which can be assailed by even small companies such as yours, particularly in a tight-knit, appearances-conscious ecosystem like that of Silicon Valley. America still loves an underdog, and you’ll be surprised at how many allies come out of the woodwork when some obnoxious incumbent is challenged by a scrappy startup with a convincing story. So long as you maintain unit cohesion and a shared sense of purpose, and have the basic rudiments of living, you will outlast, outfight, and out-rage any company that sets out to destroy you. Men with nothing to lose will stop at nothing to win.

In bourbon marketing, stories like Craig’s are the rule rather than the exception. For many years, the companies behind the brands were the only sources explaining the history of the industry, and there is no advantage whatsoever in telling the boring version of the story. Don’t believe 90 percent of the tales you read on whiskey bottles, but don’t forget to enjoy them either. The stories are just like the whiskey itself. They start as a vapor, condense, and then sit unseen in a barrel for years. Finally they emerge, transformed into something entirely different and enchanting.

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In medicine, brand identities are irrelevant, and there’s a factual, objective answer to whether one drug is the most likely to improve a patient’s pain, suffering and longevity. Marketing, therefore, one might argue, exists for no reason other than to pervert evidence-based decision-making in medicine.

Companies should embrace sustainable business practices because it demonstrates corporate responsibility, reduces environmental impact, and appeals to socially conscious consumers. Sustainable practices not only contribute to a better planet but can also enhance brand image, customer loyalty, and long-term profitability.

The brand of a company is important. If you're an executive at a company, ask yourself - when people hear the name of your company, what do you think are the first five things that come to their mind? The aggregate of the first five things that come to mind for everyone will illustrate the authority of the company brand.

My mom started her fashion company when she was only fifteen. Ladies and gentlemen, let all of that sink in. Fifteen. I’m twenty-three and I can hardly decide which brand of toothpaste to use. It’s becoming shamefully easier to say, I am not worthy to be a Cobalt. Confidence should be engrained in my DNA, but to reach into the well, I have to constantly remind myself that I am good enough. I won’t devalue her achievements just to find value in myself. My mom is brilliant and beautiful. And so I am. Just in my own way.

The imbalanced power relationship is in your face all the time. Don’t you feel humiliated using one of the Facebook brands, like Instagram or WhatsApp? Facebook is the first public company controlled by one person.32 I mean, I don’t personally have anything against Mark Zuckerberg. It isn’t about him. But why would you subordinate a big part of your life to any one stranger?

These are what they call ‘real fakes.’ The factories in China are commissioned by all the luxury brands to manufacture the leather. Say the company places an order for ten thousand units, but they actually make twelve thousand units. Then they can sell the remaining two thousand off the books on the black market as ‘fakes,’ even though they are made with the exact same material as the real ones.

Jobs described Mike Markkula's maxim that a good company must "impute"- it must convey its values and importance in everything it does, from packaging to marketing. Johnson loved it. It definitely applied to a company's stores. " The store will become the most powerful physical expression of the brand," he predicted. He said that when he was young he had gone to the wood-paneled, art-filled mansion-like store that Ralph Lauren had created at Seventy-second and Madison in Manhattan. " Whenever I buy a polo shirt, I think of that mansion, which was a physical expression of Ralph's ideals," Johnson said. " Mickey Drexler did that with the Gap. You couldn't think of a Gap product without thinking of the Great Gap store with the clean space and wood floors and white walls and folded merchandise.

We believe that it is the job of each of us to step outside of ourselves, look beyond the shadows, and seek reality. If we hope to present an authentic self to the world, it is critical that we understand what is real and true about ourselves. So how do we begin to see our companies, our brands, our products, or ourselves as we really are ? For us, the best way to start is to stop watching shadows and start facing reality.

I thrust Sophie into a corner, blocking her with my body. She panted and snagged her lower lip in her teeth. “This is not my life,” she insisted. I looked at her solemnly. “I’m afraid it is. But it doesn’t have to be for long. Let’s just get through this. Then things go back to normal for you.” “Like they keep going back to normal for you?” Sophie hissed. “Ghost of your mother, psycho ex-best friend, company agent dating your dad, psychic vampire ex-boyfriend, werewolf current boyfriend—by the way, I can’t blame you for that one,” she confessed, eyes round as she mouthed the word whoa before continuing with her list, “Trip to the asylum, attempts against your life, vigilante father…” “Hey, the last ones are brand new. And the vigilante father thing? He’ll revert.” “Anyhow, I’m not so keen on your concept of normal.” I caught her staring at me.

Here's the story they don't want to tell: eight companies make 95 percent of the whiskey in America...And all those different brand names are just that. Brands. Perhaps no word sums up the death of truth in America better than the word brand.

I picked up a mug with the complicated name of a medication stamped across the side, and a slogan about Treating Today for Tomorrow. They're handed out to places like this by visiting drug companies. Last time I went in the office to borrow the Nursing Dictionary, I counted three mugs, a mouse mat, a bunch of pens, two Post-it note booklets and the wall clock - all sporting the brands of different medicines. It's like being in prison and having to look at adverts for fucking locks.

I told you to stay off that goddamn horse, but you wouldn’t listen! And I paid the price for your stubbornness. For forty-three days I traveled through hell, wanting that woman like I’ve never wanted anything in my life. For forty-three days, I drew your goddamn brand in the dirt to remind myself that she belonged to you, that she deserved the best of men. Think what you want of me, but never for one goddamn minute think less of her because you forced her into my company.” -Houston to Dallas

The apps start out with seemingly simple motivations, as entertainment that could lead to a business: Facebook is for connecting with friends and family, YouTube is for watching videos, Twitter is for sharing what’s happening now, and Instagram is for sharing visual moments. And then, as they enmesh themselves in everyday life, the rewards systems of their products, fueled by the companies’ own attempts to measure their success, have a deeper impact on how people behave than any branding or marketing could ever achieve.

One day, soon after her disappearance, an attack of abominable nausea forced me to pull up on the ghost of an old mountain road that now accompanied, now traversed a brand new highway, with its population of asters bathing in the detached warmth of a pale-blue afternoon in late summer. After coughing myself inside out I rested a while on a boulder and then thinking the sweet air might do me good, walked a little way toward a low stone parapet on the precipice side of the highway. Small grasshoppers spurted out of the withered roadside weeds. A very light cloud was opening its arms and moving toward a slightly more substantial one belonging to another, more sluggish, heavenlogged system. As I approached the friendly abyss, I grew aware of a melodious unity of sounds rising like vapor from a small mining town that lay at my feet, in a fold of the valley. One could make out the geometry of the streets between blocks of red and gray roofs, and green puffs of trees, and a serpentine stream, and the rich, ore-like glitter of the city dump, and beyond the town, roads crisscrossing the crazy quilt of dark and pale fields, and behind it all, great timbered mountains. But even brighter than those quietly rejoicing colors - for there are colors and shades that seem to enjoy themselves in good company - both brighter and dreamier to the ear than they were to the eye, was that vapory vibration of accumulated sounds that never ceased for a moment, as it rose to the lip of granite where I stood wiping my foul mouth. And soon I realized that all these sounds were of one nature, that no other sounds but these came from the streets of the transparent town, with the women at home and the men away. Reader! What I heard was but the melody of children at play, nothing but that, and so limpid was the air that within this vapor of blended voices, majestic and minute, remote and magically near, frank and divinely enigmatic - one could hear now and then, as if released, an almost articulate spurt of vivid laughter, or the crack of a bat, or the clatter of a toy wagon, but it was all really too far for the eye to distinguish any movement in the lightly etched streets. I stood listening to that musical vibration from my lofty slope, to those flashes of separate cries with a kind of demure murmur for background, and then I knew that the hopelessly poignant thing was not Lolita's absence from my side, but the absence of her voice from that concord.

From an early age, Mimi had a way of glossing over the more painful disappointments in her life: the loss of her father; the forced exile from Houston; the husband who remained so distant from her. Even if she didn’t admit it, these losses hurt, and took their toll. Having so many children, however, offered Mimi a brand-new narrative—or at least distracted her, changed the subject, shored up the losses, helped her dwell less on what was missing. For a woman who so often felt abandoned, here was a way to create all the company she would ever need.

The label for Knob Creek bourbon might state “Distilled and Bottled by Knob Creek Distillery, Clermont, Kentucky,” making it seem like a freestanding outfit, but it is made at the same plant as many other brands made by Jim Beam. “Knob Creek Distillery” is simply what’s called an assumed business name, otherwise known as a DBA, which is the legal shorthand for “doing business as,” and is a method that can be used to make one company seem like many. But drinkers who sleuth out the origins of most brands will find their whiskey traced back to one of just a few places.

You “burn” your way into the mind by narrowing the focus to a single word or concept. It’s the ultimate marketing sacrifice. Federal Express was able to put the word overnight into the minds of its prospects because it sacrificed its product line and focused on overnight package delivery only. In a way, the law of leadership—it’s better to be first than to be better—enables the first brand or company to own a word in the mind of the prospect. But the word the leader owns is so simple that it’s invisible. The leader owns the word that stands for the category. For example, IBM owns computer. This is another way of saying that the brand becomes a generic name for the category. “We need an IBM machine.” Is there any doubt that a computer is being requested? You can also test the validity of a leadership claim by a word association test. If the given words are computer, copier, chocolate bar, and cola, the four most associated words are IBM, Xerox, Hershey’s, and Coke. An astute leader will go one step further to solidify its position. Heinz owns the word ketchup. But Heinz went on to isolate the most important ketchup attribute. “Slowest ketchup in the West” is how the company

Like our other needs, meaning is an inherent expectation. Its denial has dire consequences. Far from a purely psychological need, our hormonees and nervous systems clock its presence or absence. As a medical study in 2020 found, the "presence [of] and search for meaning in life are important for health and well-being." Simply put, the more meaningful you find your life, the better your measures of mental and physical health are likely to be. It is itself a sign of the times that we even need such studies to confirm what our experience of life teaches. When do you feel happier, more fulfilled, more viscerally at ease: when you extend yourself to help and connect with others, or when you are focused on burnishing the importance of your little egoic self? We all know the answer, and yet somehow what we know doesn't always carry the day. Corporations are ingenious at exploiting people's needs without actually meeting them. Naomi Klein, in her book No Logo, made vividly clear how big business began in the 1980s to home in on people's natural desire to belong to something larger than themselves. Brand-aware companies such as Nike, Lululemon, and the Body Shop are marketing much more than products: they sell meaning, identification, and an almost religious sense of belonging through association with their brand. "That pressuposes a kind of emptiness and yearning in people," I suggested when I interviewed the prolific author and activist. "Yes," Klein replied. "They tap into a longing and a need for belonging, and they do it by exploiting the insight that just selling running shoes isn't enough. We humans want to be part of a transcendent project.

Complexity catastrophes help explain why bureaucracy seems to grow with the tenacity of weeds. Many companies go through bureaucracy-clearing exercises only to find it has sprung back a few years later. No one ever sits down to deliberately design a bureaucratic muddle. Instead, bureaucracy springs up as people just try to optimize their local patch of the network: finance is just trying to ensure that the numbers add up, legal wants to keep us out of jail, and marketing is trying to promote the brand. The problem isn't dumb people or evil intentions. Rather, network growth creates interdependencies, interdependencies create conflicting constraints, and conflicting constraints create slow decision making and, ultimately, bureaucratic gridlock.

When copies are free, you need to sell things that cannot be copied. Well, what can’t be copied? Trust, for instance. Trust cannot be reproduced in bulk. You can’t purchase trust wholesale. You can’t download trust and store it in a database or warehouse it. You can’t simply duplicate someone’s else’s trust. Trust must be earned, over time. It cannot be faked. Or counterfeited (at least for long). Since we prefer to deal with someone we can trust, we will often pay a premium for that privilege. We call that branding. Brand companies can command higher prices for similar products and services from companies without brands because they are trusted for what they promise. So trust is an intangible that has increasing value in a copy-saturated world.

As these contrasts show, capitalism has undergone enormous changes in the last two and a half centuries. While some of Smith’s basic principles remain valid, they do so only at very general levels. For example, competition among profit-seeking firms may still be the key driving force of capitalism, as in Smith’s scheme. But it is not between small, anonymous firms which, accepting consumer tastes, fight it out by increasing the efficiency in the use of given technology. Today, competition is among huge multinational companies, with the ability not only to influence prices but to redefine technologies in a short span of time (think about the battle between Apple and Samsung) and to manipulate consumer tastes through brand-image building and advertising.

Q: What are in your eyes the major defects in the West? A: The West has come to regard the values of freedom, the yardstick of human rights, as something Western. Many of them [westerns] specially in Europe take the values and the institutions on freedom, the institutions on science, curiosity, the individual, i mean, the rule of law and they’ve come to take that all for granted that they are not aware of the threat against it and not aware of the fact that you have to sustain it day by day as with all man made things. I mean, a building for example, the roof will leak, the paint will fall and you have to repaint it, you have to maintain it all the time it seems that people have forgotten that and perhaps part of the reason is because the generation that is now enjoying all the freedoms in the West is not the generations that built it; these are generations that inherited and like companies, family companies, often you’ll see the first generation or the second generation are almost always more passionate about the brand and the family company and name and keeping it all int he family and then the third generation live, use, take the money and they are either overtaken by bigger companies, swallowed up or they go bankrupt and I think there is an analogy there in that the generations after the second world war living today in Europe, United States may be different but I’m here much too short to say anything about it, is that there are people who are so complacent, they’ve always been free, they just no longer know what it is that freedom costs and for me that would be making the big mistake and you can see it. The education system in Europe where history is no longer an obligatory subject, science is no longer an obligatory subject, school systems have become about, look at Holland, our country where they have allowed parents, in the name of freedom, to build their own schools that we now have schools founded on what the child wants so if the child wants to play all day long then that is an individual freedom of the child and so it’s up to the child to decide whether to do math or to clay and now in our country in Holland, in the name of freedom of education, the state pays for these schools and I was raving against muslim schools and i thought about this cuz i was like you know ok in muslin schools at least they learn to count.

hear companies talk about consumers being bombarded with thousands and thousands of advertising messages every day, because there’s usually a lot of discussion among companies and ad agencies talking about how to get their message to stand out. There’s a lot of buzz these days about “social media” and “integration marketing.” As unsexy and low-tech as it may sound, our belief is that the telephone is one of the best branding devices out there. You have the customer’s undivided attention for five to ten minutes, and if you get the interaction right, what we’ve found is that the customer remembers the experience for a very long time and tells his or her friends about it. Too many companies think of their call centers as an expense to minimize. We believe that it’s a huge untapped opportunity for most companies, not only because it can result in word-of-mouth marketing, but because of its

How to Buy Trustpilot Reviews in 2025 In 2025, online reputation continues to play a crucial role in the success of any business. With consumers relying more heavily on digital platforms to make purchase decisions, websites like Trustpilot have become powerful tools for building credibility and trust. A high rating on Trustpilot can influence potential buyers, improve brand image, and boost sales. However, many businesses struggle to gather authentic reviews from their customers. This is where the option to buy Trustpilot reviews comes in. Contact Now For Any Account ✅ Telegram: @smmseox ✅ WhatsApp: +1 747-365-1836 ✅ Email: smmseox@gmail.com In this guide, we’ll explore how to buy Trustpilot reviews in 2025, what risks to avoid, and why working with a trusted provider like smmseox.com can make the process hassle-free and safe. Why Trustpilot Reviews Matter in 2025 Consumer Trust – Today’s buyers check reviews before making decisions. A business with poor or no reviews risks losing customers to competitors. SEO Impact – Trustpilot reviews often appear in Google search results, improving visibility and organic reach. Brand Reputation – Positive reviews strengthen credibility, while negative reviews can harm a business’s image. Sales Boost – Companies with better ratings see higher conversions, as social proof drives customer confidence. Should You Buy Trustpilot Reviews? The idea of purchasing reviews may sound controversial, but many businesses use it as a strategic marketing tool. Here’s why: Building reviews organically takes time. Customers rarely leave feedback unless asked repeatedly. A few negative reviews can outweigh positive ones if not balanced. Competitors may already be leveraging paid review strategies. The key is to do it safely and ethically with a reliable provider.

What have they fixed?” asked former McKinsey consultant Michael Lanning. “What have they changed? Did they take any voice in the way banking has evolved in the past thirty years? They did study after study at GM, and that place needed the most radical kind of change you can imagine. The place was dead, and it was just going to take a long time for the body to die unless they changed how they operated. McKinsey was in there with huge teams, charging huge fees, for several decades. And look where GM came out.”13 In the end, all the GM work did was provide a revenue stream to enrich a group of McKinsey partners, especially those working with the automaker. The last time McKinsey was influential at Apple Computer was when John Sculley was there, and that’s because he’d had a brand-marketing heritage from Pepsi. And Sculley was a disaster. Did McKinsey do anything to help the great companies of today become what they are? Amazon, Microsoft, Google? In short, no.

In psychology, they call the holistic view you form about another person your global evaluation. As you can see, your global evaluation about the height or beauty of another person greatly affects your other estimations, but many other global evaluations can produce the halo effect. When it comes to your favorite bands, directors, brands, or companies, you often lie to yourself about their shortcomings. For example, if you really, truly love a particular musician or band, you will forgive their poorer works much more readily than will a less-devoted fan. You may find yourself defending their latest album, explaining the nuances to the uninitiated, wondering why they can’t appreciate it. Or maybe you absolutely love a particular director or author, and believe her to be a genius who can do no wrong. When critics slam her latest movie or book, how do you react? Like most fanatics, you probably see the dissenters as naysayers and nitpickers drunk on their own haterade. The halo effect nullifies your objectivity.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Some have argued that capitalism promotes democracy, because of common norms of transparency, rule of law, and free competition—for markets, for ideas, for votes. In some idealized world, capitalism may enhance democracy, but in the history of the West, democracy has expanded by limiting the power of capitalists. When that project fails, dark forces are often unleashed. In the twentieth century, capitalism coexisted nicely with dictatorships, which conveniently create friendly business climates and repress independent worker organizations. Western capitalists have enriched and propped up third-world despots who crush local democracy. Hitler had a nice understanding with German corporations and bankers, who thrived until the unfortunate miscalculation of World War II. Communist China works hand in glove with its capitalist business partners to destroy free trade unions and to preserve the political monopoly of the Party. Vladimir Putin presides over a rigged brand of capitalism and governs in harmony with kleptocrats. When push comes to shove, the story that capitalism and democracy are natural complements is a myth. Corporations are happy to make a separate peace with dictators—and short of that, to narrow the domain of civic deliberation even in democracies. After Trump’s election, we saw corporations standing up for immigrants and saluting the happy rainbow of identity politics, but lining up to back Trump’s program of gutting taxes and regulation. Some individual executives belatedly broke with Trump over his racist comments, but not a single large company has resisted the broad right-wing assault on democracy that began long before Trump, and all have been happy with the dismantling of regulation. If democracy is revived, the movement will come from empowered citizens, not from corporations.

Hypothetically, then, you may be picking up in someone a certain very strange type of sadness that appears as a kind of disassociation from itself, maybe, Love-o.’ ‘I don’t know disassociation.’ ‘Well, love, but you know the idiom “not yourself” — “He’s not himself today,” for example,’ crooking and uncrooking fingers to form quotes on either side of what she says, which Mario adores. ‘There are, apparently, persons who are deeply afraid of their own emotions, particularly the painful ones. Grief, regret, sadness. Sadness especially, perhaps. Dolores describes these persons as afraid of obliteration, emotional engulfment. As if something truly and thoroughly felt would have no end or bottom. Would become infinite and engulf them.’ ‘Engulf means obliterate.’ ‘I am saying that such persons usually have a very fragile sense of themselves as persons. As existing at all. This interpretation is “existential,” Mario, which means vague and slightly flaky. But I think it may hold true in certain cases. My own father told stories of his own father, whose potato farm had been in St. Pamphile and very much larger than my father’s. My grandfather had had a marvelous harvest one season, and he wanted to invest money. This was in the early 1920s, when there was a great deal of money to be made on upstart companies and new American products. He apparently narrowed the field to two choices — Delaware-brand Punch, or an obscure sweet fizzy coffee substitute that sold out of pharmacy soda fountains and was rumored to contain smidgeons of cocaine, which was the subject of much controversy in those days. My father’s father chose Delaware Punch, which apparently tasted like rancid cranberry juice, and the manufacturer of which folded. And then his next two potato harvests were decimated by blight, resulting in the forced sale of his farm. Coca-Cola is now Coca-Cola. My father said his father showed very little emotion or anger or sadness about this, though. That he somehow couldn’t. My father said his father was frozen, and could feel emotion only when he was drunk. He would apparently get drunk four times a year, weep about his life, throw my father through the living room window, and disappear for several days, roaming the countryside of L’Islet Province, drunk and enraged.’ She’s not been looking at Mario this whole time, though Mario’s been looking at her. She smiled. ‘My father, of course, could himself tell this story only when he was drunk. He never threw anyone through any windows. He simply sat in his chair, drinking ale and reading the newspaper, for hours, until he fell out of the chair. And then one day he fell out of the chair and didn’t get up again, and that was how your maternal grandfather passed away. I’d never have gotten to go to University had he not died when I was a girl. He believed education was a waste for girls. It was a function of his era; it wasn’t his fault. His inheritance to Charles and me paid for university.’ She’s been smiling pleasantly this whole time, emptying the butt from the ashtray into the wastebasket, wiping the bowl’s inside with a Kleenex, straightening straight piles of folders on her desk.

Musk burst in carrying a sink and laughing. It was one of those visual puns that amuses him. “Let that sink in!” he exclaimed. “Let’s party on!” Agrawal and Segal smiled. Musk seemed amazed as he wandered around Twitter’s headquarters, which was in a ten-story Art Deco former merchandise mart built in 1937. It had been renovated in a tech-hip style with coffee bars, yoga studio, fitness room, and game arcades. The cavernous ninth-floor café, with a patio overlooking San Francisco’s City Hall, served free meals ranging from artisanal hamburgers to vegan salads. The signs on the restrooms said, “Gender diversity is welcome here,” and as Musk poked through cabinets filled with stashes of Twitter-branded merchandise, he found T-shirts emblazoned with the words “Stay woke,” which he waved around as an example of the mindset that he believed had infected the company. In the second-floor conference facilities, which Musk commandeered as his base camp, there were long wooden tables filled with earthy snacks and five types of water, including bottles from Norway and cans of Liquid Death. “I drink tap water,” Musk said when offered one. It was an ominous opening scene. One could smell a culture clash brewing, as if a hardscrabble cowboy had walked into a Starbucks.

He lifted one bottle into the light. " 'GREEN DUSK FOR DREAMING BRAND PUREE NORTHERN AIR,' " he read. " 'Derived from the atmosphere of the white Arctic in the spring of 1900, and mixed with the wind from the upper Hudson Valley in the month of April, 1910, and containing particles of dust seen shining in the sunset of one day in the meadows around Grinnell, Iowa, when a cool air rose to be captured from a lake and a little creek and a natural spring.' "Now the small print," he said. He squinted. " 'Also containing molecules of vapor from menthol, lime, papaya, and watermelon and all other water-smelling, cool-savored fruits and trees like camphor and herbs like wintergreen and the breath of a rising wind from the Des Plaines River itself. Guaranteed most refreshing and cool. To be taken on summer nights when the heat passes ninety.' " He picked up the other bottle. "This one the same, save I've collected a wind from the Aran Isles and one from off Dublin Bay with salt on it and a strip of flannel fog from the coast of Iceland." He put the two bottles on the bed. "One last direction." He stood by the cot and leaned over and spoke quietly. "When you're drinking these, remember: It was bottled by a friend. The S.J. Jonas Bottling Company, Green Town, Illinois- August, 1928. A vintage year, boy... a vintage year.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

All the recent marketing successes have been PR successes, not advertising successes. To name a few: Starbucks, The Body Shop, Amazon.com, Yahoo!, eBay, Palm, Google, Linus, PlayStation, Harry Potter, Botox, Red Bull, Microsoft, Intel, and BlackBerry. A closer look at the history of most major brands shows this to be true. As a matter of fact, an astonishing number of well-known brands have been built with virtually no advertising at all. Anita Roddick built The Body Shop into a worldwide brand without any advertising. Instead she traveled the world looking for ingredients for her natural cosmetics, a quest that resulted in endless publicity. Until recently Starbucks didn’t spend a hill of beans on advertising either. In its first ten years, the company spent less that $10 million (total) on advertising in the United States, a trivial amount for a brand that delivers annual sales of $1.3 billion today. Wal-Mart became the world’s largest retailer, ringing up sales approaching $200 billion, with little advertising. Sam’s Club, a Wal-Mart sibling, averages $56 million per store with almost no advertising. In the pharmaceutical field, Viagra, Prozac, and Vioxx became worldwide brands with almost no advertising. In the toy field, Beanie Babies, Tickle Me Elmo, and Pokémon became highly successful brands with almost no advertising. In the high-technology field, Oracle, Cisco, and SAP became multibillion-dollar companies (and multibillion-dollar brands) with almost no advertising.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

Pioneered in Iraq, for-profit relief and reconstruction has already become the new global paradigm, regardless of whether the original destruction occurred from a preemptive war, such as Israel’s 2006 attack on Lebanon, or a hurricane. With resource scarcity and climate change providing a steadily increasing flow of new disasters, responding to emergencies is simply too hot an emerging market to be left to the nonprofits—why should UNICEF rebuild schools when it can be done by Bechtel, one of the largest engineering firms in the U.S.? Why put displaced people from Mississippi in subsidized empty apartments when they can be housed on Carnival cruise ships? Why deploy UN peacekeepers to Darfur when private security companies like Blackwater are looking for new clients? And that is the post-September 11 difference: before, wars and disasters provided opportunities for a narrow sector of the economy—the makers of fighter jets, for instance, or the construction companies that rebuilt bombed-out bridges. The primary economic role of wars, however, was as a means to open new markets that had been sealed off and to generate postwar peacetime booms. Now wars and disaster responses are so fully privatized that they are themselves the new market; there is no need to wait until after the war for the boom—the medium is the message. One distinct advantage of this postmodern approach is that in market terms, it cannot fail. As a market analyst remarked of a particularly good quarter for the earnings of the energy services company Halliburton, “Iraq was better than expected.”31 That was in October 2006, then the most violent month of the war on record, with 3,709 Iraqi civilian casualties.32 Still, few shareholders could fail to be impressed by a war that had generated $20 billion in revenues for this one company.33 Amid the weapons trade, the private soldiers, for-profit reconstruction and the homeland security industry, what has emerged as a result of the Bush administration’s particular brand of post-September 11 shock therapy is a fully articulated new economy. It was built in the Bush era, but it now exists quite apart from any one administration and will remain entrenched until the corporate supremacist ideology that underpins it is identified, isolated and challenged.

Some have estimated that the pharmaceutical industry overall spends about twice as much on marketing and promotion as it does on research and development. Regardless of how those two figures compare to each other, the fact that they are in the same ballpark gives one pause, and this is worth mulling over in various contexts. For example, when a drug company refuses to let a developing country have affordable access to a new AIDS drug it’s because – the company says – it needs the money from sales to fund research and development on other new AIDS drugs for the future. If R&D is a fraction of the company’s outgoings, and it spends a similar amount on promotion, then this moral and practical argument doesn’t hold water quite so well. The scale of this spend is fascinating in itself, when you put it in the context of what we all expect from evidence-based medicine, which is that people will simply use the best treatment for the patient. Because when you pull away from the industry’s carefully fostered belief that this marketing activity is all completely normal, and stop thinking of drugs as being a consumer product like clothes or cosmetics, you suddenly realise that medicines marketing only exists for one reason. In medicine, brand identities are irrelevant, and there’s a factual, objective answer to whether one drug is the most likely to improve a patient’s pain, suffering and longevity. Marketing, therefore, one might argue, exists for no reason other than to pervert evidence-based decision-making in medicine.

DISTINCTIVENESS is the quality that causes a brand expression to stand out from competing messages. If it doesn’t stand out, the game is over. Distinctiveness often requires boldness, innovation, surprise, and clarity, not to mention courage on the part of the company. Is it clear enough and unique enough to pass the swap test? RELEVANCE asks whether a brand expression is appropriate for its goals. Does it pass the hand test? Does it grow naturally from the DNA of the brand? These are good questions, because it’s possible to be attention-getting without being relevant, like a girly calendar issued by an auto parts company. MEMORABILITY is the quality that allows people to recall the brand or brand expression when they need to. Testing for memorability is difficult, because memory proves itself over time. But testing can often reveal the presence of its drivers, such as emotion, surprise, distinctiveness, and relevance. EXTENDIBILITY measures how well a given brand expression will work across media, across cultural boundaries, and across message types. In other words, does it have legs? Can it be extended into a series if necessary? It’s surprisingly easy to create a one-off, single-use piece of communication that paints you into a corner. DEPTH is the ability to communicate with audiences on a number of levels. People, even those in the same brand tribe, connect to ideas in different ways. Some are drawn to information, others to style, and still others to emotion. There are many levels of depth, and skilled communicators are able to create connections at most of them.

Down every aisle a single thought follows me like a shadow: Brand Italy is strong. When it comes to cultural currency, there is no brand more valuable than this one. From lipstick-red sports cars to svelte runway figures to enigmatic opera singers, Italian culture means something to everyone in the world. But nowhere does the name Italy mean more than in and around the kitchen. Peruse a pantry in London, Osaka, or Kalamazoo, and you're likely to find it spilling over with the fruits of this country: dried pasta, San Marzano tomatoes, olive oil, balsamic vinegar, jars of pesto, Nutella. Tucked into the northwest corner of Italy, sharing a border with France and Switzerland, Piedmont may be as far from the country's political and geographical center as possible, but it is ground zero for Brand Italy. This is the land of Slow Food. Of white truffles. Barolo. Vermouth. Campari. Breadsticks. Nutella. Fittingly, it's also the home of Eataly, the supermarket juggernaut delivering a taste of the entire country to domestic and international shoppers alike. This is the Eataly mother ship, the first and most symbolically important store for a company with plans for covering the globe in peppery Umbrian oil, and shavings of Parmigiano-Reggiano Vacche Rosse. We start with the essentials: bottle opener, mini wooden cutting board, hard-plastic wineglasses. From there, we move on to more exciting terrain: a wild-boar sausage from Tuscany. A semiaged goat's-milk cheese from Molise. A tray of lacy, pistachio-pocked mortadella. Some soft, spicy spreadable 'nduja from Calabria. A jar of gianduja, the hazelnut-chocolate spread that inspired Nutella- just in case we have any sudden blood sugar crashes on the trail.

Do you really think that the Revolution is a ridiculous proposition? That we cannot engineer our own structures? What's ridiculous is the system we have now. If we were starting society anew, who among us would propose a monarchy, an aristocracy, a financial elite that exploits the earth and farms its population? If at one of the local or regional meetings that we have to govern our community someone proposed, instead of equality, that all of us, including the poorest among us, donated a percentage of our income to a super-rich family with a little old lady at its helm who would turn up annually in our parliament, draped in jewels and finery, to tell us that austerity had to continue, you'd tell them they were mental. If someone said that we should give 64 per cent of British land to 0.28 per cent of the population, we would not vote for it. If trade agreements were proposed that meant local businesses were shackled so that transnational corporations could create a farcical tyrannical economy where produce was needlessly transported around the world for their gain and to the detriment of everyone else, it would be forbidden. If energy companies said they wanted to be run for huge profit, without regulation, whilst harming the environment, we wouldn't allow it. That pharmaceutical and food companies could run their own governing bodies, flood the world with inferior and harmful products that damage and even kill the people that use them, we would not tolerate it. Here is the truth they fight so hard to suppress: to create a better world, the priority is not the implementation of new systems, though that is necessary, it is a refusal to cooperate with the obsolete and harmful structures that are already in place.

Systrom and Krieger didn’t want any of this to be on Instagram and knew, as the site got bigger, that they wouldn’t be able to comb through everything to delete the worst stuff manually. After just nine months, the app already hosted 150 million photos, with users posting 15 photos per second. So they brainstormed a way to automatically detect the worst content and prevent it from going up, to preserve Instagram’s fledgling brand. “Don’t do that!” Zollman said. “If we start proactively reviewing content, we are legally liable for all of it. If anyone found out, we’d have to personally review every piece of content before it goes up, which is impossible.” She was right. According to Section 230 of the Communications Decency Act, nobody who provided an “interactive computer service” was considered the “publisher or speaker” of the information, legally speaking, unless they exerted editorial control before that content was posted. The 1996 law was Congress’s attempt to regulate pornographic material on the Internet, but was also crucial to protecting internet companies from legal liability for things like defamation.

As I became older, I was given many masks to wear. I could be a laborer laying railroad tracks across the continent, with long hair in a queue to be pulled by pranksters; a gardener trimming the shrubs while secretly planting a bomb; a saboteur before the day of infamy at Pearl Harbor, signaling the Imperial Fleet; a kamikaze pilot donning his headband somberly, screaming 'Banzai' on my way to my death; a peasant with a broad-brimmed straw hat in a rice paddy on the other side of the world, stooped over to toil in the water; an obedient servant in the parlor, a houseboy too dignified for my own good; a washerman in the basement laundry, removing stains using an ancient secret; a tyrant intent on imposing my despotism on the democratic world, opposed by the free and the brave; a party cadre alongside many others, all of us clad in coordinated Mao jackets; a sniper camouflaged in the trees of the jungle, training my gunsights on G.I. Joe; a child running with a body burning from napalm, captured in an unforgettable photo; an enemy shot in the head or slaughtered by the villageful; one of the grooms in a mass wedding of couples, having met my mate the day before through our cult leader; an orphan in the last airlift out of a collapsed capital, ready to be adopted into the good life; a black belt martial artist breaking cinderblocks with his head, in an advertisement for Ginsu brand knives with the slogan 'but wait--there's more' as the commercial segued to show another free gift; a chef serving up dog stew, a trick on the unsuspecting diner; a bad driver swerving into the next lane, exactly as could be expected; a horny exchange student here for a year, eager to date the blonde cheerleader; a tourist visiting, clicking away with his camera, posing my family in front of the monuments and statues; a ping pong champion, wearing white tube socks pulled up too high and batting the ball with a wicked spin; a violin prodigy impressing the audience at Carnegie Hall, before taking a polite bow; a teen computer scientist, ready to make millions on an initial public offering before the company stock crashes; a gangster in sunglasses and a tight suit, embroiled in a turf war with the Sicilian mob; an urban greengrocer selling lunch by the pound, rudely returning change over the counter to the black patrons; a businessman with a briefcase of cash bribing a congressman, a corrupting influence on the electoral process; a salaryman on my way to work, crammed into the commuter train and loyal to the company; a shady doctor, trained in a foreign tradition with anatomical diagrams of the human body mapping the flow of life energy through a multitude of colored points; a calculus graduate student with thick glasses and a bad haircut, serving as a teaching assistant with an incomprehensible accent, scribbling on the chalkboard; an automobile enthusiast who customizes an imported car with a supercharged engine and Japanese decals in the rear window, cruising the boulevard looking for a drag race; a illegal alien crowded into the cargo hold of a smuggler's ship, defying death only to crowd into a New York City tenement and work as a slave in a sweatshop. My mother and my girl cousins were Madame Butterfly from the mail order bride catalog, dying in their service to the masculinity of the West, and the dragon lady in a kimono, taking vengeance for her sisters. They became the television newscaster, look-alikes with their flawlessly permed hair. Through these indelible images, I grew up. But when I looked in the mirror, I could not believe my own reflection because it was not like what I saw around me. Over the years, the world opened up. It has become a dizzying kaleidoscope of cultural fragments, arranged and rearranged without plan or order.

Daily work in the field of online advertising, as Jack Goldenberg sees it, is still significantly different from what the trends are propagated by online promotions. Defining online budget According to Jack Goldenberg a vast majority of the budget for online advertising does not exceed $2,000 on a monthly basis, depending on the perception of the company as they can bring effects "online adventure", established budgets for online advertising move in value from $200 to $2,000 per month (with highest proportion of $200-$500). This does not mean that a number of companies gives less advertising - but even then it can not be called "creating the campaign." Goldenberg believes that in order to create an online advertising campaign there should be a budget of at least $500 for the use of different types of online advertising. Goldenberg explains this as: In an environment of such budget is not simply distribute the money "wisely" and that since it has obvious benefits through a variety of online advertising systems. Jack Goldenberg found out how most companies in the world and USA are oriented towards effects in relation to the funds that are made for advertising. In this type of company, regardless of what everyone knows to be used types of brand advertising (advertising through banners - display advertising) to create recognizable firms in certain target groups, the effects of such advertising are not directly comparable with respect to the effects of (price per click - CPC - Cost per click) with contextual advertising, which for years has given much more efficient (measurable) results in relation to advertising banners, concludes Mr. Goldenberg. According to Yoel Goldenberg it is good when there is an understanding in companies that brand advertising has a different type of effects in relation to the PPC (contextual) advertising, and that would be it "documented" in a certain way, it is necessary to constantly explore and find those web sites that deliver the best effects for optimum need of assets. The process of creating an online advertising campaigns, explained by Goldenberg, usually starts (or should start) finding individual Web sites on which to advertise a company could, possibly longer term. Unfortunately, says Goldenberg, in our country is not in all sectors (industries) simply find diverse Web sites from which to choose "pretenders" for online advertising. An even greater problem is the fact that long-term advertising on a Web site does not bring the desired effect, unless it is constantly not working to the content of advertising often changes with an emphasis on meeting the needs of potential clients.