• I like looking at logos. The good and the not so good, and trying to discern how they were conceived, the strategic thought process that went into developing the strategy, and then into the design itself.

    But a few months ago I read in Brandweek the convoluted psychobabble about the genesis of the we/me logo for The Alliance for Climate Protection and was left with the feeling that the people who contributed to the article have a relationship with mirrors that is unhealthy.

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  • I have never accused myself of, nor misled myself about, being in tune with the strategic rationale of some marketers because I wasn't in those meetings, but I simply can’t explain the new campaign for the NFL Players Association and the most recent bind-in in this week’s Brandweek.

    Yes, I understand that the NFLPA is trying to re-position itself away from being the protectors of the rights of the commonly perceived overpaid, unsophisticated and off-the-field, one step away from jail NFL player.

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  • Buying or investing in a range of strategically similar companies, and then combining IT and back office operations, is a common practice for private equity firms to reduce overall costs of ownership and wring out more cash flow among all properties.

    Introducing large or “important” potential same-sector customers to those PE-owned companies by leveraging relationships is another. Of course, there are many more that go along with those, but the collective goal is to increase the value of that company and either sell it off later or take it public.

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  • Where have you gone, Joe DiMaggio?

    Every four years, the country is over-run with political ads from presidential hopefuls, and for the most part, they are aggressive, in-your-face and pushing the limits of the truth....all supposedly to make a point about the other candidate's inability to govern and make decisions that are in our collective best interests.

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  • In terms of marketing and sales techniques, the vast majority of US-based industrial manufacturers continue to live in the past. And so do their agencies or in-house departments.

    Sell products on features and benefits. Show big pictures of the products in use. Hammer home reliability, durability, engineering, quality, productivity and cost efficiencies. And then repeat with the next, new and improved! product.

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  • It's been an accepted practice for many years, but the time has come for broadcast companies and their advertisers to change the "tricks" they play on us TV viewers.

    Because they are losing eyeballs and therefore potentially lucrative sales.

    I am talking about how most channels increase the volume as soon as the show goes on commercial break. And the increase isn't just a few decibels, it's deafening in many cases.

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  • Try a simple test: cover the logo of a range of car print ads, or try to remember the car commercial that came on screen 15 minutes ago, and see if you can tell who the advertiser is.

    Chances are, you can't. If you've seen one windy road, one off-road or even one happy family watching DVDs in their new SUV, excuse me, CUV, you've seen just about every car ad out there.

    When Lexus came out with its teaser campaign 15 or so years ago, it was considered industry-changing. Not showing the car, just the experience. And the cars sold. Fast.

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