As a mainstay in the celebration and curation of world-class design and creativity, Graphis has chosen Sequel as an award winner for its brand development and design program for the local craft brewery aptly named Rockaway Brewing Company.
Mark your calendars! We’re excited about our invitation to participate in this year’s Marketing and Innovation Symposium sponsored by American Banker. The theme of our talk is “How David Can Out-Market Goliath” and it showcases the success around the reinvention of the small-town bank model for the Bankwell Financial Group, headquartered in New Canaan, CT.
These days, most annual reports are little more than a letter from the CEO and a page or two of highlights wrapped around the 10-K. No context to help explain good or bad performance, no details or proof points about long-term vision, and certainly no effort to help an average shareholder understand the management discussion and analysis (MD&A) section.
Right now, every business has felt or continues to feel it. Spending is down. Skepticism among consumers, employees, and shareholders is high. Marketers are unsure how to best leverage the limited resources they have, but they recognize times of uncertainty are opportunities to increase market- and mind-share. Where to start?
As we’re all aware, the digital age has given us the ability to reach an enormous audience quickly and more frequently. Through RSS feeds, Twitter, and the older standbys of e-mail and Web sites, a world’s worth of consumers has become a viable, and fairly instantaneous, target.
As a CMO, you may often feel there’s a target on your back. You’re under constant pressure to achieve results, especially in a challenging economy — yet those results can be hard to quantify with the precision other executives are able to summon. It’s no wonder that the average CMO’s tenure lasts less than two years. The question is, does it have to be that way?
Companies often like to say that people are their “most important asset” — after all, how many times have you read that phrase in an annual report? The problem is, not all companies behave as if they really mean it. In this particular economic climate, that could be their loss.
Business leaders have always raised an eyebrow when it comes to the ROI of enterprise-wide branding programs. These programs are multi-year, multi-million-dollar expenditures that look and feel great, but are not seen as contributing to short-term capture of new revenue/market share or short-term business results.
Thriving in the new economy demands building and preserving brand loyalty. But how, really, does your brand measure up — with customers, investors, employees and others? Understanding where you stand now is essential to knowing what to do next, and to evaluating your progress as you build your enterprise and increase the profile of your brand.