- No categories
Economic upheaval on this scale will lead to a whole new group of brands that win and lose.
When bricks-and-mortar retailers reopen worldwide, they will not simply return to business as usual. Here are a few ways I suspect they might adapt.
Even as they make strides to listen to their customers better, brands might be ignoring a voice that is just as critical: the voice of the employee.
Brands have struggled to catch up with the connected, modern luxury customer, as the mechanisms they relied on to build exclusivity have disappeared.
Just in: brand focus is not on the end customer, but on the communities to which they belong.
There is no question about it: brands looking to thrive and even just survive in today’s market are those that understand the millennial consumer. However, not all millennial consumers are created equal, especially when it comes to income and potential spending power.
Even though we now live in a digital world, most luxury goods and services brands operate like Industrial Age pipelines with rigid linear processes and high fixed costs.
In today’s COVID-19 environment, storytelling becomes increasingly important.
The streaming music platform should serve as a role model when it comes to data privacy compliance and user choice.
As the world pauses for COVID-19, luxury brands have an opportunity to design, implement and diffuse digital technology throughout their organizations.
Mission critical elements of operational agility and what they mean for individual businesses and industry at large in the post-pandemic era.
Drastic economic, cultural and social shifts bring upon novel needs, desires and even aesthetics. In a time of paradigm shifts, new categories capitalize on cracking niches in the cultural fabric.
Challenging times are opportunity disguised as problems – and brands must act fast. Brands need to be as useful as possible by combining purpose + practicality + creativity.
Only six weeks ago, there were many ways to view the brands in your life. There were business-to-business brands and business-to-consumer brands, vertical categories and all kinds of ways to categorize them. Now there are just two: vital brands and non-vital brands.
Only six weeks ago, there were many ways to view the brands in your life. There were business-to-business brands and business-to-consumer brands, vertical categories and all kinds of ways to categorize them. Now there are just two: vital brands and non-vital brands.
Nowadays, with the help of artificial intelligence, the customer is in control: able to research, ask questions, receive support and, in some cases, even purchase 24/7 without human intervention.
What are travel experts predicting for the future of travel post-COVID-19 pandemic?
Amazon Pay, Apple Pay, PayPal, Google Pay: alternative payments are a hot topic. And they are key to seamless checkout experiences, especially while consumers shop on their smartphones.
On April 2, the Court of Justice of the European Union (CJEU) ruled that online marketplace Amazon was not liable for trademark infringement for stocking infringing items for third-party sellers. The opinion failed, however, to address whether Amazon’s deeper involvement in many sales could be a basis for liability.
As the opt-in nature of marketing continues to increase, brands will need to offer the consumer more reasons to interact with them.
What once was a shining light in the consumer market has now gone dark and threatens to stay dark for quite some time.
