Recently, Jaguar teased its new brand direction, which upset designers. However, what was missing from the commentary was context. If we want to be taken seriously, we must move beyond reactions to surface-level aesthetics.
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In today's landscape, a strong brand essential. To build a thriving brand, B2B leaders must shift their focus from products to brands and experiences. Let’s explore how cultivating brands can transcend commoditization and deliver long-term value.
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Our culture is obsessed with more. Organizations also fall victim to this ideology as they seek more clients, sales, revenue, trends, growing product/service lines, etc., but it comes with a cost. Here's how focus can help fuel growth.
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At first glance, adding friction might seem counterintuitive. However, when applied measuredly and thoughtfully, it can be a powerful additive to enhance customer relationships. Let's look at a classic example from Betty Crocker.
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To create something people are passionate about, whether it be a theme park ride or getting others to believe in your vision, you must find ways to connect emotionally. Here’s how to use a narrative arc to communicate with impact.
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Migration provides a compelling analogy for how organizations can proverbially “take flight” by using brand architecture to align their people, products, and services and convey a unified identity.
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Many businesses today consider experience a “technology thing” rather than a comprehensive strategy. But to enable effective interactions, companies must balance efficiency and meaning in experiences.
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We stood before a giant, glowing touchscreen, and it hit me. Where am I? Reflecting on a recent outing with my kids to a fast-food restaurant, I began to consider distinction and its value to a brand.
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In the years I’ve been designing, some words are misused more often than others. I want to focus on one of those words, brand. And, like the principle of negative space, I’d like to help define it by stating what it is not.
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On a recent trip to the Southwest, I saw how water shaped the terrain. I asked myself how being more like water could help brands and cultures create lasting experiences. I noted a handful of rough ideas and questions to consider.
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What happens to the objects and ideas we create? How do we shape and maintain them through our relationships with them over time? And how does that relate to designing brands? The book How Buildings Learn helps us consider this.
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Studies have proven the failure rate of mergers is between 70 to 90 percent. Here’s how brand can be leveraged to provide unity, clarity, and solidarity during this critical inflection point and pave the way for continued success.
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