Download Brand Together: How Co-Creation Generates Innovation and by Nicholas Ind PDF

By Nicholas Ind


A new device for agents and model managers, co-creation is speedy turning into a well-known and powerful method to force enterprise progress and improve and guard model attractiveness. Brand Together indicates tips to contain all stakeholders - staff, consumers and buyers - within the technique of co-creation and innovation to permit the emblem to achieve the hot global of purchaser engagement and participation. It indicates the way to intertwine creativity with model process and offers functional information on tips to co-create with shoppers from a model perspective. 

Based on interviews with 20 managers from world wide and insights from 236 individuals of a special on-line group created particularly for this ebook, Brand Together is an instance of co-creation itself. 

Author and advisor Nicholas Ind, in addition to Clare Fuller and Charles Trevail, pioneers of co-creation in branding, provide helpful insights for advertising and branding execs and for those who are looking to develop their company and their model. Case reports and examples are quite a few and contain Kraft meals, McDonald's, IBM, Google and Lego.

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Additional info for Brand Together: How Co-Creation Generates Innovation and Re-energizes Brands

Sample text

Apple is well connected to its fan and professional user base and it does use research to generate insights into customer behaviour. Interestingly though, this seems not to be about asking people to suggest what they want, but rather to explore people’s whole lives (not just what they do as consumers at the point of purchase) and from there to make the imaginative leap to innovation. For example, when Apple developed its retail concept with its Genius Bar, where customers could consult with well trained and highly competent ‘geniuses’, they asked people to describe their best customer service experience.

Apple is well connected to its fan and professional user base and it does use research to generate insights into customer behaviour. Interestingly though, this seems not to be about asking people to suggest what they want, but rather to explore people’s whole lives (not just what they do as consumers at the point of purchase) and from there to make the imaginative leap to innovation. For example, when Apple developed its retail concept with its Genius Bar, where customers could consult with well trained and highly competent ‘geniuses’, they asked people to describe their best customer service experience.

The longestablished branding metaphor of a promise suggests that the company commits to something that customers can rely on. The conundrum is that it is not necessarily clear exactly what that commitment really is. The social contract will always be under-specified. The examples illustrate how it is not in the power of marketers to single-handedly decide, and for that matter perhaps not even to distinguish for themselves, what is or is not covered by the promises they have given. Tropicana, Gap, and Starbucks now know that design counts as an implicit but important part of their promises.

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