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The author offers opinions on corporate marketing and management. The recession of 2008-2009 is seen as forcing major changes on corporations' approach to their brand identities. The author believes that "purpose-driven" companies, that is, firms which offer goods and services which consumers feel create real value in their lives, will be the ones who survive the disruption of recession, as consumers seek to reduce non-essential spending.

The article provides information on the consumer-generated media (CGM) by Nielsen Media Research Inc. in the U.S. It is taking the control of brand equity and brand reputation away from retailers and suppliers, and putting it in the hands of consumers. CGM encourages consumers to express online what they have experienced in a certain product or company.

The article examines a study of customer services and consumer satisfaction with those services at major corporations conducted by the trade group the Chief Marketing Officers Council. The survey found many wide gaps between the brand image of service presented by the corporations and actual consumer satisfaction with them. The hardware store chain Home Depot was the most highly rated by consumers.

The article reports that a survey of the value of 100 corporations rated to have the most prominent brand identities found that the overall value of such well-known firms had declined significantly in the first 9 months of 2008. The survey conducted by the research firm Brand Finance also found that Wal-Mart Stores had replaced Coca-Cola as the brand with the most value as a corporation.

The article reports on the biannual brand value index report of Bancography which determines the top banks and credit unions based on a mathematical formula with reference to intangible assets. It states that financial institutions compete on relationship attraction rooted on the core values that the institution stands on. It also notes the contribution of proper market segmentation to generate customer patronization.

The article offers views on the International Advertising Festival, in which the Cannes Lions were handed out in the Promotion and Direct film competitions concerning the need for big promotional ideas that engage consumers. It is cited that the awards of the festival were those handed out for television advertisement, and the winners made people a part of the brand story. Canadian Promotion jurist Rico DiGiovanni noted marketers still look at promotions as coupons for a short-term sales bump.

The article reports on the economic situation of K-Swiss Inc. for 2008. It notes on the statement of company chairman and president Steven Nichols of being less optimistic about a favorable retail climate in the near term due to lack of popularity on their brands. Accordingly, its worldwide revenues have declined by 17 percent to $85.2 million from $102.5 million in 2007.

The author offers opinions on how to market AOL, the Internet company owned by Time Warner Inc. The company's brand image with Internet users is poor, and its merger with Time Warner proved unprofitable for both parties. Changing the AOL name is suggested as a means of countering AOL's poor image. The name Advertising.com is given as an alternative.

The article discusses the process of what is known as brand assessment in the advertising industry and applies it to both the United States and the advertising industry itself. The author states that with over 80 percent of Americans thinking that the country is on the wrong track, it is time to reassess our origins and our history. The author also relates this reassessment to the advertising industry.

The article focuses on Richard Gerstein, chief marketing officer for the retail chain Sears Roebuck & Co. Gerstein was named to the position in August, 2007, and faces daunting challenges. Sears has had no consistent marketing strategy in recent years, its stores are in need of modernization, and its brand has an image as not just old-fashioned, but obsolete. Gerstein says one goal is to emphasize Sears' historic status as a retail pioneer.

The author offers opinions on the advertising and marketing concept known as "global branding." He regards the idea as both self-evident and a useless buzzword. Citing his own experience as head of a digital marketing agency, he believes that no campaign to create a brand image for a client, no matter how small the business, can be anything but global in scope. The Internet is said to have created an integrated international audience for all forms of marketing.

The article offers ideas on how to conduct a periodic brand audit to monitor delivery and ensure positive brand experience. It emphasizes the importance of ensuring that all employees truly understand all the aspects of a brand. It recommends grading a brand's performance based on customers' perspectives. It also explains the relevance of communication to brand management.

The author explains why he is critical of media-buying firms and the branded content they are trying to sell. According to the author 90% of what passes for branded content should not be bought by a company. The author asserts that a company can avoid going through a media-buying firm and do the same job in-house.

The article presents tips on how to become a more creative marketer in establishing brand identity, including the importance of authentic people who believe in the brand, having ideals beyond the brand, and learning not to micromanage the brand. The article mentions the branding successes of tee shirt company Threadless, Welsh clothing company Howies, and online auction website eBay.

The article discusses marketing tactics companies can employ to raise the value of their brands. According to the author, companies can do this by finding a personal connect between their brand and their customer. Chief marketing officers (CMO) who understand the interplay between their key retailers and their brand also fair better. How retailers advertise a shelved product also adds to or detracts from a brand's value.