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Showing posts with the label Brand Equity

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Germ kill can be "gentle", says Dettol in an ad for new soap variant, targeting moms

August 27, 2020

brand differentiation Brand Equity brand image brand story brand strategy brandequity branding brandstrategy Dettol dettol soap marketing positioning Savlon strategic communication

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How Brands Hack the Brain and Work as Placebos - Sarvajeet D Chandra

brain hacking brand differentiation Brand Equity brand image brand premium brand purpose brand story brand strategy brandstrategy Coke evolutionary psychology Nike placebo placebo effect

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Can you #REEL It ? You have about 15 seconds ! by Jasravee K Chandra

15 seconds brand brand differentiation Brand Equity brand launch branding brandlaunch content marketing Instagram Reels mobile content mobile marketing Roposo Tik Tok video marketing

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Destined to Fail- Study of Brand Launch Failure in Healthcare OTC Category

Brand Equity Brand Failures brand launch Brand Positioning Consumer behaviour Consumer Understanding Crocin Dettol digital marketing healthcare OTC pharmaceutical Savlon

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Marketing to Younger Generation, Teenagers is like B2B Marketing with Influencers as Expert Advisors - Professor Michael Solomon discusses the 'Me vs We' dichotomy

Takeover- Why Akbar is Relevant

Akbar, was a really powerful king. He had an empire that extended from the mountains of Hindu-Kush to the Bay of Bengal. As an emperor he had the sheer might to crush his opponents, to smash their kingdom into rubble. Like they do ‘a hostile’ (takeover) these days. Akbar, however, preferred to integrate. He married into the Rajputs , his fiercest & most tenacious opponents. His favoured queen was a Rajput queen Jodhabai. He gave Rajputs a lot of respect, important jobs in the army and bestowed on them a lot of honours. It was a wise thing to do. While Akbar was an uncontested Emperor, the Rajputs remained kings of their small kingdoms. So while Akbar had a vast empire he saved a lot of his time from martial pursuits. Instead he worked on pursuits of a different kind like ideating about a new religion. History teaches us that takeovers in the Indian context are never clean. It is not as if somebody is selling his company, because the company will be better off with

Behavioral Science for Marketing- Matthew Willcox- Behavioral LENS Framework- Loss Aversion, Ease, Now or Near, Self & Social Proof

Matthew uses a framework called the behavioral LENS, where LENS is a short form for the important constituents of his framework. In this podcast section Matthew explains the framework. We give a short summary on his LENS framework based on his observations below. L for Loss Aversion LENS has four, four parts, the first part is the idea of loss. So L is for loss and loss is really the the notion of how the prospect of a loss affects our choices. Loss works in many ways. Loss motivates us to do something. If we feel that there is a prospect of losing it, we might want to grab it. One of the most important conversations Matthew has with marketers is about how the prospect of loss may stop people from doing things. So one of the things that Matthew does in his workshops is to get marketers to think about what might people fear losing that stops them from adopting the behavior change we want them to make. Matthew cites a quote from Ron Heifetz of Harvard Kennedy School- ‘People aren’t chang

Behavioural Priming, a Cognitive Bias that Influences Behavior. Application of Behavioral Science in Marketing, Advertising and Research

In this video Dr Kurt Nelson explains the concept of behavioral priming in a simple manner. In a nutshell, behavioral priming refers to the notion that exposing people to an external stimulus activates a mental construct or neural pathways associated with this stimulus which may in turn affect overt behavior without the actor necessarily being aware of this influence . Dr Kurt is an innovative leader, engaged in helping companies use behavioral science insights to help companies and people improve.

What they don't teach you at IIM. MBA model of producing arm chair thinkers

Management education in the best institutes in the country and all over the world lays great emphasis on strategy development rather than execution. Management institutes have umpteen number of case study discussions on 'what should be done' rather than 'how it should be done'. Management students are trained to strategize , not execute . The curriculum also emphasizes on strategy formulation with courses relating to business strategy, marketing strategy etc. Various management games and cases at the school level encourage theoretical discussions and emphasis on 'strategy formulation'. The need of the hour is to have dedicated courses that deal exclusively with execution; courses that look at what happens when the 'rubber meets the road'. It is not as if execution is totally absent, but given its vital necessity for business success , it has not been incorporated in a meaningful manner. Part of the problem also stems from background of many manage

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