Harvard Business Review - March 2016 by PDF


Harvard company evaluate - March 2016

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In it, a brand espouses values or ideals its customers share. Over the past 15 years I’ve developed an alternative approach—cultural branding—to turn what was once serendipity into a rigorous discipline. Let me illustrate how it works, using the transformation of Jack Daniel’s from a near-bankrupt regional distiller to the maker of the leading premium American whiskey. Whiskies compete to be perceived as upscale and masculine. In the 1950s the major brands sought to align themselves with the male ideal of the day: the sophisticated modern corporate executive.

Under Armour’s agency scraped all this societal barriers through sheer willpower. up in poverty with a single parent—is an athletic, muscular dancer in a profession commentary from the web and projected But a decade ago Nike abandoned its quotes from the digital discussion on competitive-underdog ideology to go all in that celebrates waifish, reed-thin women. the walls behind her. The resulting video on branded content, using famous athletes Under Armour made a video about how she rose above adversity (the voice-over is shows Gisele sweating and kicking the bag, to make entertaining sports films.

Therefore, it’s probably the case that many of the mental abilities we use to solve abstract problems didn’t actually evolve for that purpose. Rather, they evolved so that we could deal with each other more efectively. Aren’t smart people just more charismatic in general?  Mental speed is one of the most reliable predictors of actual IQ, so we expected IQ would be an important predictor of charisma—that how much you know would afect how quickly you made That seems like a tiny difference. associations.

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Harvard Business Review - March 2016

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