Posts Tagged ‘Marketing’

Bank mergers and competition.

Thursday, June 29th, 2006
Originally published by the American Bankers Association, June 2004, also published by the Brandchannel and the Houston Business Journal. It was also published by several Asian websites and the Belgian Management and Marketing Association.

Wachovia Corp. has agreed to purchase competitor SouthTrust Corp. Hibernia Corporation acquired Coastal Bancorp, Inc. J.P. Morgan Chase & Co. is cleared to absorb Bank One Corp.

Whew! Banking is no longer boring.

The Chase merger will form the second-largest bank in the United States, with $1.12 trillion in assets. For Chase, this requires a significant investment in new signage, business cards, letterhead, envelopes, displays, imprints on about 51 million credit cards, etc. There will be employee issues and expenses as well.

And consider the thousands of other banks providing the same service: How will they compete? How can they compete? (more…)

Why Houston Texans “Battle Red” uniforms are a big hit with fans.

Tuesday, September 20th, 2005
Originally published in the Houston Business Journal, December 2004

It’s about connecting with fans. It’s about communicating. It’s about building a brand.

Fans want a team to rally around, a team we can be proud of, and believe in, and support, a team that is relevant to who we are as a group. Fans want to be loyal.

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Kmart’s Blue Light Special, no longer special.

Friday, February 7th, 2003
Originally published in the Houston Business Journal, February 2003

The penalty that businesses pay when they ignore the power and value of strategic branding is usually fatal, especially when facing savvy competitors. This is true even if they are the category leader.

Attention Kmart Shoppers! The bankrupt discounter is ending its 40-year presence in Houston, closing all 17 area stores and eliminating hundreds of jobs as the nationwide chain sheds low-performing stores. The giant retailer, formerly one of the best known in the U.S., announced this past week it would shutter another 326 stores and lay off 37,000 workers nationwide. It is a classic example of a company failing to comprehend the critical need for competitive positioning in a highly competitive economic environment.

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