Branding @ the Digital Age by H. Meyers, R. Gerstman

By H. Meyers, R. Gerstman

The arrival of the web and different new electronic applied sciences signifies that companies—be they digital or conventional bricks-and-mortar—must advance a profitable procedure for featuring compelling manufacturers within the digital global. Drawing on their adventure with Interbrand, the world's greatest branding consultancy, and together with chapters via branding specialists from such businesses as Pepsi-Cola, Procter & Gamble, and Hewlett Packard, the authors specialize in the strategic function of e-branding. useful, validated, and designed for corporations in any undefined, this publication provides a full of life examine developing and maintaining e-brands past the present dot-com fizzle.

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America Online gave people access to the Internet along with providing content. AOL became practically a sub-universe on the Internet. A few years ago, you couldn’t open a newspaper or a magazine that didn’t have an AOL disk fall out, giving you free hours on AOL. It was a pervasive mass marketing effort in the traditional media to get people onto the Internet and build its brand. The media, at the same time, added dramatically to the Internet fever. As it promoted the importance of the Internet for the future, people began to feel that if they didn’t get their kids on the Internet, the kids would not succeed in school.

With a trusted brand, parents can look at us and say, if McDonald’s is doing something on the Net, then I know it will be great for my entire family. Given the McDonald’s trusted friend personality, the Internet has the potential to establish closer, more robust relationships with the consumer. We can have a one-on-one relationship with a family or a particular consumer, providing value to them by giving them information, knowledge, entertainment or whatever it might be that fits within the overall context of the brand.

Com Frederick J. Horowitz, now Chairman and CEO of Sumner Capital, LLC, is an active investor in early stage technology and turnaround consumer product companies. Prior to starting Sumner Capital, Horowitz, a founding investor in NetGrocer, joined the management of NetGrocer in November 1998 as President and CEO to implement a new business model aimed at building sales and cutting costs. During the two years of Horowitz’s leadership, the new management team initiated strategies that dramatically improved the site for the customer, providing greater ease of use and value.

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