In Naomi Klein’s essay “No Logo” the author tells us about how logos have replaced products, thereby
creating something known as “branding”. Klein tells us about how this started as a means of insuring
that consumers were getting the real deal, not one of the imitator products. And that during this time
period, the primary goal of several companies was the production of goods and services, so that they
could sell these to the public, and this was the “very gospel of the machine age” (Klein 275). And this
remained the core concept, until the eighties, when “a consensus emerged that corporations were
bloated, oversized; they owned too much, employed too many people, and were weighed down with
too many things”(Klein 275). And this caused many company leaders to believe that producing and
being responsible for their employees “began to look less like the route to success and more like a
clunky liability” (Klein 275). And the way that businesses survive is by adapting to the new way the world
works, and this is the reason why many company leaders began the path to a world of nothing but
logos. And all of this started from an idea that was created because of necessity, and then it became
very popular, and now almost all companies now put logos on their products. But that was not the end
of that, because the underlying reason for this was the search for a way to make a company weightless,
and the gospel of this era was as Klein put it, “ whoever owns that least, has the fewest employees on
the payroll and produces the most powerful images, a opposed to products, wins the race”(275). And
the marketing managers of the companies changed the role of advertising “from delivering product
news bulletins to b...
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...was the secret, it seemed, of all the success stories of the late
eighties and early nineties. Based upon what Klein tells us, “there never really was a brand crisis-only
brands that had crises of confidence”(280) In other words, Klein believes that the branding process
never had any sort of crisis, because the idea still survives, but individual brands did suffer crisis, but in
the end, the only thing that matters is the process, “the war on public and individual space: on public
institutions such as schools, on youth identities, on the concept of nationality and on the possibilities
for unmarked space”(275).
In conclusion, the branding process was created for the survive of one group of people, but it
holds the leash and is able to fully control many groups of people. And a war that still continues, and has
continued for two centuries.
This book is important to business students because it shows that even the most seasoned executive runs into unexpected challenges and can find themselves in uncharted territory. Jim Barton’s experiences and lessons can be lessons for anyone. Any employee, whether they are support staff or a top executive, should always maintain an open mind and be ready to learn from a situation or the people around them at any time.
When people go shopping there are limitless choices of one product made by different companies, all choices of this product basically do the same thing, but what makes them different is the brand’s name. Companies with brands are trying to get their consumers by presenting their commodities in ways
The additional use of logos promotes consumers to invest in
Firstly, Logos is an appeal to logic, this method is used to persuade an audience by reason. “Logos can be developed by using advanced, theoretical or abstract language, citing facts (very important), using historical and literal analogies, and by
The root causes of the organizational issues at the Engstrom Auto Mirror plant are clear and obvious. After reading and rereading the article by Beer and Collins (2008), it appears that the main root causes of Engstrom Auto Mirror’s productivity problems are the economy, a lack of needed employees, and finally, Bent’s failure to keep open communication and positive behavioral theories like neo-classical organizational theory and systems theory alive in the organization. The economic downturn in the auto mirror industry and the subsequent layoffs of 46 workers (around 18 percent of its workforce) caused Engstrom Auto Mirror’s production and product quality to fall behind, leading to the disgruntlement of Bent’s employees. The company had promised
Drucker, Johanna, and Emily McVarish. "Corporate Identities and Inernational Style." In Graphic Design History: A Critical Guide. 2. Reprint, Boston: Pearson, 2013. 247-257.
Increasing awareness of a personal and unique identity distinguishes us from the pack. A brand mantra differs from a tagline, explains Guy Kawasaki, as a mantra describes internal business, a standard for a company to abide by. A tagline is for customers and what they can expect to be delivered (Martinuzzi, 2014). John Jantsch, founder of Duct Tape Marketing defines branding "the art of becoming knowable, likable and trustable” (Martinuzzi, 2014). Many specialists on the subject agree that trust building is essential in success. Being honest is one of the top five steps Forbe’s advises when it comes to brand building (Biro, 2013). Some suggestions to follow from, How to Build an Unforgettable Personal Brand (2014) include, making sure customers are provided what is promised, leading with unwavering quality and being consistent in making good on one’s word. The article also warns that the public will assign a default brand if a
If the organization succeeds then the employees also succeeds. Employees must see the bigger picture and must feel that they are part of the organization and not just a one man show.
In Good to Great, Jim Collins discusses major key points companies have used to go from a good company to a great one. He did this by discussing seven characteristics companies should listen and absorb to transition from being good to becoming great. These characteristics included: level 5 leadership, first who…then what, confront the brutal facts, the hedgehog concept, a culture of discipline and the flywheel. Companies who can approach these successfully are the ones who enable themselves to separate from other competing companies. Furthermore, the statement Jim Collins said, which caught my attention immediately, was not in these seven characteristics, but in the first chapter of the book.
In the essays that we have been reading, there is a consist theme that has been occuring. This consist theme has been that there are people who are in power, and that their conscience has been covered by hot iron, becuase their minds are being controlled by their love for money, and that they have screwed up the way that the world works in the pursuit of money. The first assignment that we had was to watch the “Story of Stuff” and then had to talk about it. In the “Story of Stuff”, the main idea was that corporations cared about one thing and one thing only, making the most money, even if that meant destroying human lives and destroying the planet. In the next assignment, we had to read Naomi Klein’s essay “No Logo”, in which she tells us that the corporations found that they could make money without making any products, instead they made something called “brands”, which were nothing but concepts that did not require them to make the actual products. So instead they had several companies that treated their workers without any respect, but could make the products for the corporations at cheap costs. And in the essay “Iron Maiden” written by Jacobson and Mazur, the authors tell us about how the media has created an environment in which women honestly believe that only when they buy “brands” and torture their bodies to the horrors of unnecessary cosmetic surgery. And all of this is because there is a group of people, who have their morals controlled by their love of money, and that they have a race for who can own the most things and that nothing can get in their way, and all of this is shown by the essays that we have been studying.
Mark Hughes (2008). "Logos that became legends: Icons from the world of advertising". Retrieved March 27, 2008, from www.independent.co.uk/news/media/logos-that-became-legends-icons-from-the-world-of-advertising-768077
The value of branding in healthcare is very important because the changes happening in health care today will put a new premium on strong and trusted brands. As health care leaders, we recognize the value of great brands in this sector such as the Cleveland Clinic, Kaiser Permanente, or Mayo Clinic. Strong brands can play such important roles, including creating strategic and thus fi...
Tanner and Raymond (2014) describe branding activity as “strategies that are designed to create an image and position in the consumers’ minds” (c.6). When branding messages coincide with its offerings’ characteristics, it establishes consumer trust, and brand strength. For example, when first introducing Dove brand in 1957, by labeling its product as a “beauty cleansing bar . . . [with] ¼ moisturizing cream, that rinses cleaner than soap” (Unilever, 2016), we can see that marketers associated the brand to moisturizing and beauty, and disassociated the brand from common soap. Over the years, this consistent message coinciding with product performance has strengthened the Dove brand. Strong brand equity is derived from consistent, strategic branding that establishes perceived quality and emotional attachment (Entrepreneur, 2016); therefore, consumers are more likely to pay higher prices, as well as purchase new offerings connected to the
Van Der Werf Selgino, Martin. "Activist Seeks Probe Into Logo Apparel Sales." Chronicle of Higher Education 20 April 2001: A 46-47.
In conclusion, Built to Last gives many examples of companies that have focused more on building an organization rather than making a profit. Many of the most successful companies have gotten to that point through a passionate commitment to a core ideology. They continually look to preserve that core, while creatively seeking ways to improve and stimulate progress. These are the timeless management principles that have worked for visionary companies of the past, present, and future. According to Collins and Porras, "one of the most important steps you can take in building a visionary company is not an action, but a shift in perspective" (Collins & Porras, 2002). To be built to last, you have to be built to change.