Branding on a fine line

Thomson, Kevin
February 2003
Brand Strategy;Feb2003, Issue 168, p33
Trade Publication
Focuses on the strategy to regain employee trust and improvement of brand delivery. Promotion of the changing needs of the business and internal customers; Development of integrity in product marketing; Enhancement of customer services. INSET: The lowest cost, highest impact route to market.


Related Articles

  • Is this horse dead? Cutler, W. Gale // Research Technology Management;Nov/Dec96, Vol. 39 Issue 6, p55 

    Presents a hypothetical human resources problem involving the identification of viable new product ideas from among the unmet needs of homeowners. Marketing objects; Cost increases; Failure of the prototype; Resignation of the team leader.

  • Does she work for you? Brandt, John R. // Industry Week/IW;03/02/98, Vol. 247 Issue 5, p5 

    Editorial. Talks about an employee's productivity. Content of the letter from an anonymous employee tackling about productivity; Author's explanation of a simple equation on how close an employee comes to his or her potential productivity.

  • The best brand customers are your employees. Evans, Marcus // Marketing (00253650);4/19/2001, p22 

    Examines the role played by a company's employees in successful brand building. Keys to turning employees into ambassadors of brand; Importance of making employees feel recognized, valued, appreciated, and trusted; Association of positive customer reaction to pleasant experiences with the...

  • How to mix holiday cheer, workplace discipline. McManus, Terry // Crain's Chicago Business;11/09/98, Vol. 21 Issue 45, pSB15 

    Discusses how small businesses can cope with the decline of productivity during the holiday season. Creating a balance of work and revelry; Need to enlist employees to fight the expected decline; Encouragement for employees to expand their computer knowledge and skills through training programs...

  • Marketing and HR collaborate to harness employer brand power. Ritson, Mark // Marketing (00253650);10/24/2002, p18 

    Reports on the implications brought by the collaboration of marketing and human resource activities to harness employer brand power. Effects of the presence of strong brands on markets; Usage of the brand performance on employees of a company.

  • DYNAMICS OF TWO- AND THREE-WORKER "BUCKET BRIGADE" PRODUCTION LINES. Bartholdi III, John J.; Bunimovich, Leonid A. // Operations Research;May/Jun99, Vol. 47 Issue 3, p488 

    We describe all possible asymptotic behavior of "bucket brigade" production lines with two or three workers, each characterized by a constant work velocity. The results suggest wariness in interpreting simulation results. They also suggest a strategy for partitioning a workforce into effective...

  • Treasure chest.  // Supervision;Feb1995, Vol. 56 Issue 2, p22 

    Presents recommendations for improving industrial productivity and employee efficiency. Monitoring of employee movement; Plant equipment maintenance; Management of duplication and copying services; Employee participation in decision making; Shift assignment and rotation.

  • Balancing People and Production. Lucia, Al; Madison, Tracy // Executive Excellence;Feb2002, Vol. 19 Issue 2, p8 

    Explores ways of achieving a balance between personnel and production management. Consequences of imbalance between people and production; Characteristics of an organization that achieved a balance between its personnel and production.

  • Svelte lines. Syrett, Michel // People Management;10/23/1997, Vol. 3 Issue 21, p51 

    Explores some myths about leanness and underlines the importance of personnel's contribution to lean organizations. Purpose of James Womack when he coined the term lean in 1980s; Applicability of the word; Role of human resources professionals in lean organizations.


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics