momorantings

New CMO.  New agency. New campaign. Same old meaningless justifications - this time reported in AdAge . "Consumer-centric brands must always evolve in order to keep pace with ever-changing customer needs and preferences." She added that "Avis is evolving as a premium brand to better meet those needs." The new tagline, she said, is "reflective of [Avis'] ongoing mission to be a customer-led, service-driven company, and presents the brand in terms of the customer experience and the advantages inherent in renting from Avis." Me neither. So let's move on to something I think I do understand - the removal after 50 years of the one thing people associate with Avis. Something I doubt will ever fall out of the list of customer needs and preferences regardless of how much they evolve. Something that reeks of that brand equity thing that marketers are always banging on about, and something that can't be explained away with this rationale: "W

Outside the realms of tax efficiency, nobody starts a business in the belief that it will fail. However, a recent visit to a start-up incubator revealed mindsets that ignored the possibility while putting the cart before the horse and making some basic marketing mistakes. 1) What you've done in the past is of very little relevance to your future customers unless they were your customers in the past. The most bizarre example of this was the proclamation that their CEO is a biathlete and their COO a fencer. Egoes should be checked at the door. 2) Your marketing focus should be on what the customer perceives to be the problem, rather than on what you deem to be the solution. A dating site that was promoting itself as a place where you could be honest rather than having to lie was missing the fact that its selling point was verified profiles that other users could trust. 3) Being funded doesn't mean you've proven your business case. You've just convinced some people who a

Today I tread lightly into the “new models” discussion which has recently been at the forefront of chatter among arts managers. For a good recap, please read the following: “ Why Arts Managers Short of Cash Are Looking at Detroit ,” by Terry Teachout, The Wall Street Journal “ Theaters Look for New Ways to Draw in Subscribers ,” by Nelson Pressley, The Washington Post “ The New Model, Part 2 ,” by Michael Kaiser, The Huffington Post “ Swimming Downstream in the Current of History ,” by Adam Huttler, Fractured Atlas Blog As Michael Kaiser states “the world is changing – but it has always been changing.” I agree with Mr. Kaiser to a point, but I’d like to point out that the amount of change organizations have faced in previous decades probably pales in comparison to the change they have confronted in the past ten years. In a one decade, pretty much everything we have been taught is now in question. How many of us were taught that the key to financial stability was saving money in order t