The key to success in branding hinges on being different than your competitors in ways that really mean something to consumers. This elegant branding model breaks it down.
Marketers need to understand the distinction between their “brand” (which they don't control) and “branding” (which they control entirely).
The Cambridge Building Society in the UK spent a hefty sum to rebrand itself, trying to shake its old, stuffy, boring image.
Deutsche has spent millions to memorialize its rebranding project. See the bank's brand standards manual and unique BrandSpace museum.
No sophisticated strategies needed, just some commonsense lessons we all learned in kindergarten.
Is your organization making the most out of low-hanging fruit, or is it bury its head in the sand?
NAB punks its competitors with everything from Twitter stunts to banners strung from helicopters.
Half trust financial firms less, citing honest communication and transparency as keys to reputation.
Danvers shuns dull lifestage photos for a simple illustrated spokescharacter spouting commonsense expressions.
ABNB wanted to make sure employees understood its new brand first before unveiling it to the rest of the world. Smart.
Like a phoenix from the ashes, BankUnited has resurrected its brand — from FDIC failure to successful IPO — christened with a new identity.
The bank merged four disparate brands under one new attractive look-and-feel. Even the forms and applications look nice.
Banks and credit unions like to wrap their brands around familiar themes. Check out these common brand positions and you'll probably see one that your financial institution is using.
You need to know what your organization believes if you want to publish a cool little mini-manifesto like Frost Bank.