Following Norman Macrae's official retirement from The Economist in 1988, much of the 1990s was spent tryong to make a MOOC of how to use media to improve the lt of the net generation- documentation of how we failed is at ; the framework for people who want to win-win-win in producing and demanding the most purposefully branded organisations in the world remains valid at - first 10 people to respond to (mention this blog) are welcome to have a free copy of brand chartering handbook snailmailed

quiz 1 the most connecting question of brand chartering proved extremely unpopular with global accounting and media firms that I tried to worked with for 12 years (including partners of all of the then big 5 accountants and big 3 ad agencies)- discuss why big organisations might be afraid of q1 the most purposeful question in the world- who would uniquely miss what if your brand/organisation ceased to exist tomorrow? q2 how do you audit if you are building win-win-win trusts between each of the promises you said in q1 peoples would miss?

Sunday, January 6, 2013

TOP 10 ? BRAND CRISES - contributors include content co- founder of allaaboutbranding, originator of WorldClassBrands network, Brand Chartering - a leading source of The Economist's Year of the Brand and Death of the Brand Manager, team member of the world's first database modeling what pusposes societies wanted from over 500 market categories designed with MIT express database tech in 1980s ...

1 Both brand and crisis revolve round compounding opportunity and threat

2 Over hundred definitions in history of brand

3 Organisations for which brand is/is not most valuable leadership system

4 People for whom brand is/isn't leading their identity

5 Context of brand in Drucker's 1956 saying: marketing and innovation add value, everything else adds costs
Case - can you apply Drucker's 1956 mindst to explaining why so many people in so-called developed nations are finding that they get ever less value from healthcare (or choose another sector from Obama's first inaugural list)

6 When economists rule the world with or without media and mediation

7 What changes local and global components of brand

8 Differences between academics and practitioners according to how many ADEPT components of branding they value - 5 Trust 4 Perception/Promise 3 Expression/communication 2 Direction/Leadership 1 Action/Learning
eg subcomponents of expression - essence, identity system, do now future-editing, fitting with heritage

9 When does brand lead/block innovation of the human lot -eg crisis of how did so many of world's biggest brands become separated from helping net generation be worldwide youth's most productive and sustainable time

10 Crises of valuation (eg intangibles, sustainability exponentials, transparency) and of business models and value chains. When are partnerships (ie brand architecture) strategically more important to map than separate brands; when is trillion dollar purpose that frees a market's value chain more important to value transparently than any individual players - eg  conscious capitalism and whole foods ceo is as interested to value the purpose of whole sector of food distribution as he is of valuing whole foods - or perhaps more accurately he doesnt see how to value wholefoods without mapping what all stakeholders value as win-win-wins

This methodology offers the simplest way for everybody whose life is impacted by a brand to connect its future history with their future history - cases of what happens to brands that do/do not see chartering as essential to 1 leadership responsibility, 2 leadership sustainabilility, 3 social and business model

Monday, December 31, 2012

1 Both brand and crisis revolve round compounding opportunity and threa

1 Both brand and crisis revolve round compounding opportunity and threat In this MOOC we use crisis in the cross-culturally joyful sense that the Chinese do. Crisis being where opportunity and threat intersect - this also connects with the built to last yin and yangs of collins and poras WCBN Studies showed that when boardrooms include a director of brand, SWOT is the most popular marketing framework (sometimes the only marketing academic framework)used by chief brand officer That's partly because a comprehensive SWOT requires linking in details and contexts inside and outside of the organisation in a process that resembles mapping -ie a map is only as valuable as its real time updating OT stands for what compound opportunity and threats is the internal system and external environment compounding into the future SW stands for what strengths and weakness have historically integrated around the company Anyone alive today needs to understand how global and local dynamics haviBng been changing at an expoenetially accelerating rate. At teh start of the 1980s, the fastest way to send information between offices around the world was the telex. By 1990, companies were digitally wired up but the worldwide web was yet to exist. By 2000, richer people could web information all over the world- truly innovative leaders needed to chnage from keep something confidential unless there an open reasoning to open things up unless there is a temporary reason with confidentaility. By 2010 those in most desperate need are as likely to have mobile access as anyone else - the brand that is not designed around valuing win-win-win models compounds the greatest risk of bubbling up to a tipping point and then imploding, When I wrote the first whole book published on brands - the book cover questioned will we see brands valued at biilions of dollar worth nothing the next. Through the 2000s we have seen whole sectors take a wrong turn - dotcoms, andersen-aundited virtual utilities, banking losing trillions of dilars overnight. This is a sign of a missing audit - first braned unseen wealth by Brookings in year 2000. THE BIGGEST MATHS MISTAKE IN THE WORLD While the maths of the audit that would prevent comppound threats taking over from compound leadership opportunities, almost no boardroom uses it. No wonder economists and metrucs valuers have become the elast productive experts on the planet. But is the brand part of the problem or the solution. For many big organsaitions the brand expresses great power. Like all powers this can be spun to good or bad ends. Unlike other power the brand is often the most political system leaders have ever dealth with. And a major part of the problem is that over 100 definitions of the brnad exist- its still rare for any 2 people (even those connected by the same brand) to have a common system definition in mind

Monday, January 31, 2000

? Top 10 Crises of Brand

If you don't agree that this checklist spans the top 10 crises of branding - post a comment below or to  skype chrismacraedc  telephone washington dc region 1 301 881 1655