Many managers heeded Theodore Levitt's advice -- and paid the price.
Marketer can do all of their own advertising faster and cheaper. But they're entirely too caught up in themselves.
The combination of two companies in different categories -- especially if one is struggling -- likely won't help either.
Product, place, price and promotion might ultimately be less important than picking the right name.
It may be better to be first than it is to be better -- but that's not always possible. So what do you do then?
It's not just celebrities slapping their names on brands; the modern CEO is expected to be a celebrity of sorts.
Quit thinking like an executive and start thinking like an overwhelmed consumer trying to make a good choice.
Instead of focusing on their core position, too many marketers try to go upscale or downscale with failure most often the result.
The 126-year-old brand has made drastic moves before, so why not dump sugar--and Diet Coke.
Exclusivity is not a long-term advantage. If competitors don't copy your point of difference, consumers assume it's not that important.
You're likely going about things completely wrong: Consumers think category first and brand second.
Emotional attributes may give the C-Suite the warm fuzzies, but do nothing for sales.
Obama's "Forward" slogan was simple yet sophisticated; Romney's was a dud.
Fage was the first Greek-yogurt brand in America, but Chobani became first in mind.
Most people don't care about companies; they care about products and product brands they can buy.
JC Penney needs a lot of patience. And it should have held the press conference after success, not before.
Don't let the few line extensions that worked distract you from core strategy.
There's a method to the madness of a seemingly meaningless moniker.
While both Old Spice and "The Hunger Games" ran brilliant social-media efforts, it should be pointed out that one started out as a Super Bowl spot and the other is a best-selling book franchise.
Following the leader is not a successful marketing strategy -- here's why.